How Best-in-Class Companies Address Talent Gap Challenges | Talent Connect Vegas 2013

How Best-in-Class Companies Address Talent Gap Challenges | Talent Connect Vegas 2013

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  How Best-in-Class CompaniesAddress Talent Gap Challenges Roli Saxena Global Director Product Consulting LinkedIn
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  How Best-in-Class Companies AddressTalent Gap Challenges Agenda  Panelist Introduction  What is the Talent Gap?  Emerging Trends to Solve Talent Gap Challenges  Proactive Sourcing  Internal Mobility  University Relations  Panelist Q&A  Closing Remarks  Audience Q&A
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  Suzanne Sinclair Director TalentAcquisition Allstate Insurance Ozzie Meza HR Manager, Talent Acquisition Strategic Services Allstate Insurance Rachel Romba Talent Strategy Consultant, Global Accounts LinkedIn
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  2020 SHORTAGE 38 million- 40 million College graduate talent 2020 SURPLUS 90 million - 95 million No College degree June 2012, Mckinsey Global Institute Report
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  Talent on DemandModel 2 Internal Mobility 1 3 Proactive Sourcing University Relations Talent on Demand
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  Talent Gap Solution: ProactiveSourcing Proactive talent sourcing is the skill of identifying, pipelining, and engaging with candidates before the job is available.
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  LinkedIn Talent Pipelinemeets strategic need for pipelining and passive candidates 1 Proactive Sourcing Active Candidate Website • Job Board • Website Applicants Folders Talent Pipeline • • • • • LinkedIn Searches Referrals Conferences Events Passive Candidate ATS
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  Research and Sourcing arevery different yet complementary
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  Principled approach to“smart” sourcing Research team is responsible for: Proactive talent identification  Monitor and assess labor trends and pools  Act as an information center 1 Proactive Sourcing
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  1 Targeting “nurturers” forhire Proactive Sourcing Local Survey Data Dallas County United States Expect to lose my job in 12 months 44.33% 50.66% I am good at fixing things 50.33% 51.42% I consider myself creative 61.20% 63.72% I worry about violence and crime 61.48% 63.72% It is important a company acts ethically 66.80% 74.91% I look at the work I do as a career, not a job 42.71% 41.80% “Type M” Personality Traits Dallas County United States Type M Above Average 23.39% 23.89% Type M Far Above Average 14.81% 18.78% Affectionate, Passionate, Loving 33.29% 31.05% Kind, Good-hearted, Warmhearted 43.89% 45.14% Sociable, Friendly, Cheerful, Likable 33.08% 31.40%
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  Talent Gap Solution: InternalMobility Is a strategic internal process for managing the flow of talent from one job to another, vertically or horizontally, within an organization
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  Employers value internalhiring – 92% are investing in it more or at least the same YOY 2 Internal Mobility Internal Hiring Volume 100% Increase 80% 39% 46% Decrease 60% 40% 56% 46% 4% 8% United States Global Average 20% 0% Same “Comparing 2012 to 2013, how do you expect the volume of internal hiring to change?”
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  Allstate’s internal hireaverages increased 2012 to 2013 2 Internal Mobility 40% CEB 2013 30% 2012 20% 10% 0% Jan. Feb. 2013 % of Total Mar. Apr. 2012 % of Total May Jun. 2013 Avg. Jul. Aug. 2012 Avg. Sep. CEB Avg.
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  Talent Gap Solution: UniversityRelationships A strategic approach to identifying, attracting, or creating top talent within an education pool to meet business needs
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  University relations isabout developing a mutually-beneficial partnership Influential Relationship Level 1 3 University Relations Higher Impact to Influence Strategic Relationship Level 2 Branding Level 3 Virtual Lowest Impact to Influence
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  Leverage Data toInform Decisions on Universities and Talent Pools 3 University Relations
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  Technology helps stayengaged LinkedIn CheckIn: Never Miss an Event Lead Again 3 University Relations Manage Pipeline in LinkedIn Recruiter and connect offline interactions with an online network 18
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  Talent Gap isReal – Status Quo is not an option!    Build an holistic strategy to address Talent Gap -- But start with capability first! Build a culture of Proactive Sourcing both Internally and Externally Don’t ignore future professionals --- engage with students and Colleges!! 2 1 Internal Mobility Proactive Sourcing 3 University Relations Talent on Demand
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  Suzanne Sinclair Director TalentAcquisition Allstate Insurance Ozzie Meza HR Manager, TA Strategic Services Allstate Insurance Rachel Romba Talent Strategy Consultant LinkedIn LinkedIn: www.linkedin.com/in/suzannesinclair Twitter: SuzannMSinclair Email: ssinc@allstate.com LinkedIn: www.linkedin.com/in/ozziemeza Twitter: ozziemeza1 Email: omeza@allstate.com LinkedIn: www.linkedin.com/in/rachelromba Twitter: RachelRomba Email: rromba@linkedin.com Roli Saxena LinkedIn: www.linkedin.com/in/roli1 Global Director Product Consulting Twitter: rolisaxena LinkedIn Email: rsaxena@linkedin.com Global Recruiting Trends Reports: lnkd.in/globalrecruitingtrends