Monday, May 2, 2016
There is a lot of talk in the Talent Acquisition space about candidate experience. Rightly so--recruiters are expected to deliver it, metrics are built to capture it, and awards are based on it. But providing a great candidate experience goes well beyond the pale of good customer service. At its core, candidate experience means giving job candidates what they really want--an opportunity to pursue a position that would deliver value to both the organization they are applying to and themselves as employees. To get this, however, candidates have to clearly understand what the job entails and how it would engage the person who was ideally suited to fill it, and getting that means recruiters have to get a lot better at describing the position in the first place.
We all know the drill. A position opens up, we need to put it on the website and start advertising ASAP and thus the hunt begins for the job description we used the last time the job was open. Aside from the fact that this is almost always outdated (itself a copy of an earlier version), the approach explains everything about what the documents usually are: a collection of generic, jargon-filled sentences with "requirements" that have very little to do with the actual work and almost no thought given to what would actually appeal to the right individual.
In this interactive workshop, you will learn the power of effective job descriptions and then focus on building better ones with the five key elements that will help recruiters attract interest from the best candidates, fill jobs with the right people, and provide a pathway toward early success and engagement once on the job.
We hear it all the time: innovation and vision drive talent success. But when it comes to competing for talent, a fundamental rule still applies: winning means not losing.
Countless organizations pour time and money into sourcing strategies and tactics, with varying degrees of success. New technology and data techniques have provided us with valuable insights into sourcing, but the conclusion is that even the very best of organizations, with terrific sourcing success, continue to waste up to 80% of the fruits of their labor.
The journey from initial contact, through the candidate engagement process, selection, hiring and onboarding is long, and full of pitfalls. A confusing sign-in process on the career page, a rude front desk greeting at the interview site, a lack of response to an application—any of these moments of truth in the candidate journey can undermine the entire process.
In this workshop, Randstad Sourceright experts take you on a tour of the candidate journey through the hiring processes of several world-class companies. We will see how, even in the most advanced companies with best-in-class recruiting strategies, there is always room to improve.
You will learn how to spot the pitfalls, what to do about them and how to revisit your own process with a fresh perspective. This is a great chance to gain practical insight that can help you retain candidates, improve your talent pipeline and protect your recruiting investment.
Tuesday, May 3, 2016
From branding to onboarding, how can talent acquisition truly “change the wheels on the bus while it’s moving”? Christine Nichlos will share the lessons learned from organizations that have created balance between leadership and management–-Right here. Right now.
In the highly competitive beer industry, pioneer Rhonda Kallman stands alone. At the young age of 24, Kallman cofounded the Boston Beer Company (BBC)—brewer of Samuel Adams—which quickly became most successful craft brewery in the world. But Kallman did more than just establish and build this world renowned company.
Along the way, she single-handedly paved the way for women in the historically male dominated beer industry. Recognized in 1990 by the Institute for Brewing Studies as the “Pioneering Woman in the Beer Industry,” Kallman has broken down countless barriers and established a whole new set of opportunities for women in business. Being at the forefront of the craft beer movement for three decades, eventually let Kallman to the distilled spirits industry—after all, the process for making great whiskey begins with making great beer.
As the Founding Partner and Executive Vice President of BBC for 15 years, Kallman knows how to build a successful organization—one that is the most successful craft beer company in the world that now has a $3 billion market cap. One of Draft Magazine’s "Top 10 Innovators" in the beer industry, Kallman helped build Boston Beer’s innovative infrastructure and create the most admired and best-trained sales force in the industry.
In this keynote presentation, she’ll share her insights on how to build a winning team to propel your company to success.
In this presentation, VMware Chief People Officer Betsy Sutter will illustrate the process she took to establish VMwomen, a business-led women’s initiative within VMware which is helping to drive systemic change and business outcomes through a more inclusive and diverse environment. She will explain how she partnered with the CEO and other company leadership to task executives across the company with driving measurable results for VMwomen in their respective organizations. Next, Ms. Sutter will explain how this process is working to increase companywide representation of women through the business cycle of recruiting, hiring, developing and promoting talent. She will review the research-based initiatives that support the VMwomen effort of raising awareness and challenging assumptions. Summarizing the initiative’s goals, Ms. Sutter will detail how VMware benchmarks against those goals each year. Finally, Ms. Sutter will outline the steps attendees can take to establish structured efforts to improve diversity conversations and representation within their own organizations.
In this keynote presentation, you will learn:
· How to structure diversity into the talent cycle, starting at recruiting.
· How to partner with the leadership to drive measureable results.
· How to set goals and benchmark long-term success.
Ericsson transitioned from a hardware manufacturer to a mobile network software provider, and to be successful in this rapidly evolving and highly competitive software space, Ericsson needed to attract, retain, and engage a talented and diverse workforce while simultaneously working to empower them. To accomplish this, Ericsson looks for new ways to promote their diverse and inclusive employer brand on social media that would attract—and retain—top talent.
Ericsson began to establish a social media presence specific to recruitment and employer branding on stronger corporate channels like YouTube and Pinterest. Then specific employer brand and careers presence was built on LinkedIn, Facebook, Twitter, Glassdoor, Google+, Instagram, and a Wordpress blog. Hear how Ericsson leveraged its global employees for a variety of campaigns on their career-specific channels and what they learned on this way.
In this keynote you will learn
- How Ericsson promoted the diverse environment and company culture for both recruiting and retention.
- How to be thoughtful of every word in a job description and metrics to provide it.
- How they used social media for targeted audiences.
- How they encouraged employees to be brand advocates.
It's a candidate's world! 83% of recruiters report that the power has shifted away from where it has been for years, the employer, and toward the candidate.
Join us for a candid discussion about the new and changing imperatives for talent acquisition. In this thought-provoking session, we will learn how our panel of talent acquisition leaders from H&R Block and Lowe’s are responding to these new imperatives to ensure successful attraction and hiring of the very best talent. We will be digging into the hottest trends including candidate attraction, building candidate pools, the candidate experience, improving quality of hire and talent analytics and how these forward-looking organizations are embracing change. We welcome you to the conversation!
In November 2015, Citizens Financial Group (NYSE: CFG) became a fully independent publicly-traded company, just over a year after the successful completion of the largest commercial bank initial public offering (IPO) in U.S. history. Citizens is now embarking on a new and exciting chapter committed to deliver the best possible banking experience and as an employer of choice.
In this session, hear how Citizens Bank determined key messages their employer brand should convey to create distinction, build awareness, and attract top talent in a competitive marketplace.
In this session, you will learn:
- The research process to understand employee drivers, perceptions, and key differentiators and how that has evolved over the past several years.
- How Citizens aligned their employer brand with their corporate business objectives and customer market messaging.
- How they tested their value proposition through focus groups, interviews, and employee surveys.
- How they launched their EVP Activation Strategy.
Boston Red Sox wants each fan to have an amazing and memorable experience. They know who they hire for game day staff is critical. To employ the 700 people needed for each season, they used to host a massive one-day recruiting event for all those interested; however, it was inefficient and impersonal and they decided to overhaul the entire process.
Senior Director of HR Michael Danubio was tasked with finding a better, more efficient way to screen candidates, return managers back to their day jobs quickly, and create a great candidate experience. Hear his journey.
In this presentation, you’ll learn:
- How to streamline the hiring process for greater candidate satisfaction.
- What tools can help decrease the time to hire.
- How to use data and analytics to improve your quality of hire and succession planning.
The workforce today has access to more information about prospective employers than ever before. How much more do you know about the workforce and your candidates? Are you harnessing the power of the available workforce information? Harnessing this information can significantly change both recruiting and talent strategies. This session will cover a journey to understand and utilize the expanding availability of workforce and labor market data. Specifically this session will cover types of workforce data that has been found to be helpful, ways that workforce data has been used, and lessons learned along the way.
In this session, you will learn:
- How to access workforce information to recruit smarter, not harder
- How you can employ effective workforce and labor data to target recruiting efforts
- Simple techniques to have the data work for you
When the market knows your company and its reputation well, Talent Acquisition faces different types of challenges. Talent attraction strategies need to be aligned with and complementary to consumer-facing messages and corporate reputation. Brands known for superior service and product quality are held to a higher standard from the job candidate marketplace. So how do you translate that message of consumer care to job candidates and their experiences throughout the hiring process?
This panel brings together large employers with strong reputations and name recognition. We will share ideas and discuss:
- How to focus on the candidate throughout each step of the hiring process.
- How to engage candidates in a way that matches their expectations as a consumer (Consumer brand and employer brand consistency).
- How to balance these priorities with efficiency and high volume challenges.
- What role technology (specifically video interviewing) plays in executing the workflow and measuring success.
Royal Philips recently split the company into two: Healthtech and the Professional Lighting Solutions that are synonymous with its name. Looking ahead at the needs of this “new” company, Head of Talent Acquisition Russ Schramm and his team have been tasked by various executives to hire a diversity of talent to strengthen the innovative DNA of the company. Philips does not want a cookie-cutter staff, instead they are searching for a diversity of heritage and thought for a truly innovative culture. Hear how this search for passion and innovation is leading the talent acquisition team to find exciting new sourcing pipelines.
In this session, you will learn:
- Why hiring for culture fit might not be the right corporate strategy.
- Why Philips believes a more diverse employee base will improve innovation and result in better outcomes for our customers and patients.
- How do you define high value prospects for your organization?
- The importance of a strong EVP when recruiting outside of your industry or vertical.
Building a winning recruiting team is more challenging than ever. Hiring forecasts are unpredictable, business objectives are fluid and extra budget for recruiting is hard to come by. Building a great team requires planning, focus and endurance. Our panelists will discuss how their organizations are working to create and retain effective recruiting teams.
In this session, you will learn:
· How to attract and build a quality team.
· What skills are needed on the team.
· How to train recruiters for success.
· How to manage performance and continuity of service.
In today’s complex recruiting landscape, scalability and agility are key attributes for success. In this candid panel discussion, you will hear from industry leaders on how they manage their teams and equip them for optimal performance, and plan effectively for business peaks and valleys.
- How do our panelists manage the structure of their team to address the constantly changing needs of their internal customers?
- How do they ensure their team is delivering on the commitments that are made to the organization?
- How is success measured and how are recruiters and managers held accountable?
Small business might be the backbone of the US economy, yet most fail in the first five years. Small businesses can not afford to make the wrong talent decisions. Recruiting leaders—and, often, one-man bands—must make sure they focus precious time and processes on the talent pipeline required to build for the future.
You’ll learn the tips for hiring winning talent at smaller organization:
- How to be transparent with all successes to get the attention of leadership.
- Learn when—and how—to say no.
- Selection tips to get the right person in.
- Tips to prioritize open recs.
- How to address employee culture for branding, engagement and retention.
Human resources leaders are often asked to make big changes while unraveling legacy systems and processes. But what if leaders had the opportunity to come in and build a new talent acquisition organization from the ground up without old systems tying them down? Changing the make-up of the talent acquisition team? What would you do? Hear how Girls Scouts how has re-built HR to steward the business and what that meant for the talent acquisition function.
In this keynote, participants will learn:
- How Talent Acquisition function must understand the business environment–Fortune 100, start-up, non-profit—to make sure you are addressing the right questions
- How Talent Acquisition must perform a self-assessment of their function to ensure that they are constantly raising the bar and incorporating new tools and techniques of the trade
- How Talent Acquisition must take a hard look at their talent and determine if they have the right people in the right roles to respond to business needs as they structure the team for optimal effectiveness
- How Talent Acquisition must become and remain a key business partner with hiring managers, aligning the staffing plans to business goals.
Networking Cocktail Party - Business Card Exchange
Wednesday, May 4, 2016
Welcome and Opening Remarks
Did you know that when it comes to selecting the right manager for the job, we fail a staggering 82% of the time?* Join Mike Zani, CEO of The Predictive Index, to examine why failed human capital management practices of senior leaders are preventing many organizations from having their mission and vision realized. Learn proven methods you can use for decoding human behavior, predicting workplace performance, and ultimately finding the right fit for the job.
*Gallup’s State of The American Manager Report, May 2015
Two words can sum up what organizations around the world are going to have to start focusing on if they want to be able to attract and retain top talent, "employee experience." This experience is comprised of three environments: digital (or technology), cultural, and physical. In this session Jacob will explore these three environments and why they are so crucial to the future of work. Attendees will learn what makes up these three environments, what some of the world's most forward thinking companies are doing, and how they can start making changes to their organization's to focus on the employee experience.
Balancing the needs of self-reliant citizens and loyal employees will be a challenge as many industries struggle with low margins, the need for specialized skills, and labor churn. Computerization and improved communications are key to speeding up the processes of on-boarding and off-boarding, but we must use these processes to reshape the relationships with a more rootless and flexible labor force. This research keynote will explore the importance of how organizations invest in people with a fair expectation of returns. Answering the call to address this perennial problem of on and off-boarding with a new urgent flavor is an imperative for organizations large and small.
Morning Networking Break
In today’s competition for top talent, only the bold come out ahead. As a global leader in consulting, design and operations for a variety of industrial, government and energy clients, CH2M was on a mission for stronger talent and a better way forward. Their better way was a proactive talent acquisition strategy that focused on brand and candidates first. To get there, CH2M refreshed its brand and transformed how it defined and executed its talent acquisition strategy, processes and team―following more in the footsteps of digital marketing organizations than traditional talent acquisition organizations.
Hear Amy Albright, Director of Global Recruiting Operations, discuss how this organization transformation helped them build a more authentic employer brand that focused on storytelling and then operationalized it through recruitment marketing efforts to attract more candidate leads, build better relationships, and hire the right people to thrive in the CH2M culture.
Key highlights of this presentation include:
- The processes and drivers needed to rethink and transform talent acquisition in your organization
- How to partner with Marketing to define your unique Overall Value Proposition
- The creation of a recruitment marketing discipline
- How CH2M measures recruitment marketing results and optimizes its strategy
- How to leverage Recruitment Marketing technology to nurture talent communities
The cost of a bad hire may range anywhere from $25,000 to $50,000. With attrition rates, and the number of open roles increasing by 28% in 2016, it is critical that Talent Acquisition be targeted and purposeful making every effort to get the right talent at the right time. With so much competition, we owe it to our candidates to provide a top quality candidate experience. However, how do you measure what that would be, and how do you get the data to influence your leaders for those changes? Join us as Therasa Cha shares her stories of leveraging Talent Acquisition analytics to influence key decisions and make an impact on candidate experience across both large and small organizations. In addition, she will cover the art of quantifying success for leaders and scaling down.
American Blue Ribbon Holdings is one of the eighth largest restaurant holding companies in the US—their brands include: O’Charley, Ninety-Nine Restaurant and Pub, Max and Erma’s, Village Inn, and Bakers Square. With the economy growing, hiring and retaining people in this traditionally high-turnover industry is challenging. Chief People Office Bill Streitberger has been focused on the bottom-line: getting the right person in the door and developing a pitch-perfect management pipeline. To this end, Bill will share his people strategy to find—and keep—the right employees who will continue to grow the business.
In this session, you will learn:
- How to deliver talent to the business by finding and assessing key internal and external talent.
- How to develop key metrics to assess capability needs of key management roles.
- How to assess and engage talent for internal mobility.
Entering a new market is difficult for any organization. But entering in the retail space around Black Friday brings on challenges all its own. When Primark committed to opening their first U.S. stores during the busiest retail season, they quickly learned the attraction and retention strategies that served the company well in the UK would need to be transformed for the States.
Join Dennis Watson, Head of U.S. Talent Acquisition for Primark for a dynamic discussion on Primark’s approach to hiring 2,400 traditional and seasonal retail staff to cover two brand new stores.
Attendees will learn how Primark:
- Overcame zero market brand presence in a competitive non-exempt talent market
- Integrated technology to streamline the application process for candidates and the organization
- Adopted new retention strategies to appeal specifically to non-exempt employees
In this competitive talent market, you need to find talent, evaluate their skills, and set up interviews quickly. Yet, in this quickly changing business climate—to mix metaphors—many organizations are building their recruiting planes while hiring. Santander is currently re-building their recruiting infrastructure while hiring at a fast clip. Head of Talent Lisa Maronski will share her focus on building a better selection process– with better data, more informed decisions, increased consistency--to get Santander a step closer to the desired end result: hiring great talent faster.
In this session, you’ll learn:
- How to collect data and benchmark to improve your selection strategy.
- How to design a structured interview process.
- How to create an engaging—and engaged—selection process.
With its broad range of innovative technologies, including one of the most visited online employment sites in the world, Monster enables companies to recruit top candidates worldwide. Interestingly, Director of Global Talent Acquisition, Matt Doucette faces the challenge of finding and retaining top talent for Monster themselves.
During this session, Matt will share what being at the epicenter of recruiting has taught him and how it has influenced him on the architecture of a central sourcing management system for the team. You will take away real insights on how leveraging and evolving the use of leading technology to source, pipeline and recruit top talent can take your talent acquisition strategy to the next level and create competitive advantage.
Hiring should be just as analytical as any business decision. Too often, “gut feel” instincts let us down, and companies waste countless hours (and dollars) replacing hires who don’t make the cut.
Hear Charles Telep, Director of Talent Acquisition, walk through the analytical approach LogMeIn takes in hiring at all levels. Building scorecards that – up front – define what success looks like in a hire helps in the evaluation process and streamlines the onboarding process.
Key Highlights of this presentation will include:
- Embedding scorecards into your hiring and performance management processes
- Partnering with stakeholders to define what success looks like for a role, and then evaluating against those criteria
- Interviewing techniques that allow you to uncover what makes a person tick
- Applying these principles in your organization
Warby Parker was Fast Company’s most innovative company in 2015. How did this “made-on-the-internet” brand beat out Apple, Google, and Instagram for the top spot? What is the people strategy to create and keep that elusive culture of innovation? The Warby Parker guiding principal is “Be Curious.” Not only do they aim to attract and hire the intellectually curious, they onboard curiously, and retain the curious. The interview process includes questions about candidate’s last costume, during onboarding new hires receive a copy of Jack Kerouac’s The Dharma Bums and the headquarters is filled with books, lots and lots of books.
While it might be assumed that an innovative, curious culture in a high-growth company might breed chaos, it doesn’t. The philosophy of excellence and what is expected of the Warby Parker brand makers is so strongly defined, execution easily follows. In the keynote address, the Chief of People and Culture at Warby Parker will share why the “be curious” people philosophy attracts and retains the best talent and enables the company to reinvent an industry.