CSLE 2012
Reinventing Recruitment

TLI@Talent Discussion

TLI will host a pre-CSLE talent discussion and dinner where we will explore the top-of-mind issues along the talent continuum and peer-develop innovative ideas to further talent best-practices going into 2013.

Sourcing Base Camp with Conni LaDouceur

Bring your most difficult, demanding search to this base camp and learn how to identify the on-target talent you are missing.

At "The Lost Art of Telephone Sourcing", you'll hear actual calls using original telephone research techniques to identify and develop candidates for critical position openings–top talent NOT identifiable online. Candidates that aren't otherwise being contacted and recruited. And you'll learn how to overcome rejection and roadblocks, control the conversation, and hire the most qualified talent (not just the most available talent).

In addition to the results-driven techniques you'll learn in this interactive session, you can also benefit from the opportunity to network and learn with other recruiters, talent acquisition heads, and search consultants by participating in the Corporate Sourcing Leadership Exchange, "Creating a Roadmap for Recruitment Reinvention for 2013 and Beyond."

Learn How To:

• Identify the 34 to 69% of passive candidates NOT identifiable online.
• Obtain names and contact info for an entire department/team in record time — even at your top competitor companies.
• Overcome rejection and sidestep gatekeepers/objections to reach otherwise UN-available talent.
• Connect with, compel, and hire the most qualified talent, not just the most available talent.

Conni LaDouceur, Co-Founder, Thought Leadership Institute and Chief Sourcing Strategist, Master Phone Sourcer and Trainer at ExecuQuest Research Corp., a leading research, sourcing and training firm In Baltimore.

Sean Beaver, Shared Services Recruiting Manager at Kiewit will take a case study look at Kiewit’s HR evolution to a recruiting Shared Services Center of Excellence. He will look at who they were before, who they are today, and who they want to be tomorrow and why. Plus, who is in the way (challenges), who supports them, and why the business case exists for improvement. Make no mistake, executing Kiewit’s business plan will come down to people issues and Sean’s journey to develop a roadmap for evolution will help us see a view of the “people problem and solutions” from the ground floor perspective.

Who is Kiewit? Excellence. It is the foundation of everything Kiewit does. Driven to be the best contracting organization on earth, they have virtually unlimited capacity and are one of the few construction firms able to compete for multibillion-dollar mega-projects in a variety of verticals like Transportation, Energy, Buildings, and Mining. However, the organizational system of (de-centralized) local operating districts enables Kiewit to take on smaller contracts as well. What began in 1884 with two hardworking brothers has grown into a Fortune 500 construction, mining and engineering powerhouse. Kiewit’s ethical, forward-thinking workforce continues to build upon the company’s reputation of safe, high-quality engineering and construction. Consistently ranked among the top five of the Engineering News-Record Top 400 Contractors, Kiewit is a leader in a variety of market sectors throughout North America and, most recently, Australia with revenues in excess of 10 Billion.

Kiewit’s people are defined by a willingness to take on tough work, explore new ideas and perform their best. Kiewit has survived and prospered since 1884 because the employees have been willing to change and pursue the opportunities presented in each era. They are known for the competitive spirit of the driven people who dedicate their careers to Kiewit and the ability to produce quality workmanship and on-schedule performance for our clients.

• The Kiewit workforce includes 10,400 core staff and 15,600 skilled craft workers.
• Kiewit is owned by active employees, creating a level of motivation that keeps the company on top.
• The people they want make Kiewit a career. The average tenure is an impressive 27 years for executives, 23 years for district managers, 15 years for project managers and 11 years for superintendents.

Assess, Don't Assume: Reinventing Talent Acquisition Professionals

The Talent Acquisition function has been a red-hot target for organizations seeking to reduce costs and increase efficiency. Many firms have adopted the model of centralizing administrative work associated with TA (scheduling, offer letters, etc.) and identifying a smaller number of recruiting professionals to partner with business leaders. The intent of this new “Talent Advisor” role is to act as a strategic and trusted thought partner, and to source and select the talent critical to the business mission.

But are these "Talent Advisors" ready for the challenge? What will help them move from a role that was often administrative and reactive to a strategic thought partner? What training, development and coaching will they need? What will they get?

Our presentation will discuss the administration of an assessment center focused on training and developing those in this new “Talent Advisor” role. This validated assessment center assesses the skills of incumbents in five areas: Sourcing, Cold-Calling, Interviewing, Influencing, and Managing Stakeholders. The program involves next day one-on-one coaching, which includes comprehensive written feedback and a personalized development plan. The leader then receives summarized information about the team's strengths, needs and recommendations for improvements. From there, targeted training solutions - and peer coaches/trainers - can be identified to quickly ramp up the skills and abilities of the team.

Specifically, the presentation will focus on the competencies core to the program, the structure of the AC, and the evaluation process, including guides, calibration discussions, feedback reports and next-day coaching sessions.

Presenter Bio: Linda Brenner started Designs on Talent with the vision of helping HR leaders drive results in talent acquisition and talent management. Today, the firm's clients include great companies such as Microsoft, Turner Broadcasting, Linkedin, Home Depot, Chick-fil-A and Coca-Cola. Prior to consulting, Linda led talent acquisition and talent management teams at Gap, Pizza Hut/Pepsi and Home Depot. Linda has a Master's degree in Labor and Employment Relations from the University of Cincinnati and lives in Atlanta with her family.

In this Session, Christine Nichlos, Founder of People Science, a talent acquisition design company and RPO partner since 1997, will review how RPO is re-inventing itself and offering not only creative solutions but unique discovery’s that have been elevation talent acquisition within business as a whole. During the session we will review some of these cutting edge discoveries and help you determine if RPO can bring value to your organization.

Around 2004, the term RPO was coined for recruiting partnerships that were outside of the scope of the traditional. At the time traditional meant: Temporary, Contract or Direct Hire solutions.

Today, RPO is growing quickly and changing faster than it can be tracked. In fact, the very definition is changing as companies of all sizes are seeking recruitment solutions of all sizes and scope and RPO is morphing to meet demand.

Understanding Reinvention of Recruiting through the Perspective of the 21st Century Staffing Model

David Earle, TLI faculty member and President of Staffing.org, will share the latest thinking around reinventing recruitment through the use of the evolving 21st century staffing model, a top down re-envisioning of staffing and talent acquisition which Staffing.org has built including best practices, trends and supportive data for the past few years.

Specifically, David will examine these aspects of the next-generation of staffing:

• Strategic focus, not transactional focus.
• Quality of hire and performance management focus, not efficiency focus (efficiency is assumed as a basic business skill.)
• The de-siloed perspective, all activities link directly to business objectives and strategy.
• Sophisticated data management and analysis.
• Sophisticated financial capability.
• Sophisticated understanding and use of technology - ownership of tech tools (vs "usership".)
• Focus on talent aggregation using all types of labor as opposed to filling seats with traditional full time hires.
• Uses sophisticated "pull" marketing based on Madison Avenue style brand management and social media rather than "push" marketing using job boards.
• Grounded in business language and principles like risk management, ROI, competitive advantage, and asset management.
• Heavily outsourced using strategic partners.
• Staffed by specialists in sourcing, marketing, data management, technology, vendor management (procurement), CRM and business strategy not by recruiting generalists.

TLI will host a Project Lab designed to crowd-source solutions to an anonymous recruiting challenge of one of its members.

John Chaisson, Director, Thought Leadership Institute, with David Earle, CEO of Staffing.org, will lead a Town Hall Discussion that will explore the top 5 sourcing and recruiting challenges for 2013.

Closing remarks