- Terence Anton, Talent Acquisition Manager
- Kim Benedict, CEO & Founder, TalentMinded Inc.
- Matt Bickerton, Talent Acquisition Partner, TD Canada Trust
- Maisha Cannon, Global Talent Strategist, GitHub
- Katrina Collier, Social Recruiting Expert, The Searchologist
- Matthew Doucette, Director of Global Talent Acquisition, Monster
- Joie Karcher, Senior Manager Talent Acquisition, Dell
- Kathy March, Vice President Business Development, Verity International
- Ilia Maor, Senior Manager – Research, Info-Tech Research Group
- Jennifer Newbill, Director of Employment Brand, Dell
- Tara Price, Senior Talent Acquisition Specialist, Info-Tech Research Group
- Tim Sackett, Founder, The Tim Sackett Project
- Ramiro Ribadeniera, Senior Consultant, Executive Compensation Programs, Manulife Financial & former Talent Acquisition Specialist
- Jeff Waldman, Founder, SocialHRCamp
- Due to talent shortages and an increasingly crowded marketplace there is increased pressure to source more efficiently and effectively.
- Talent acquisition is more effective in the eyes of HR than non-HR, particularly candidate sourcing and screening (McLean & Company 2017, HR Trends Report, N=780), indicating a disconnect in expectations and understanding of key talent needs.
- Hiring managers are focused on acquiring the "top" talent, rather than what the "right" talent is for the organization, making it difficult to source effectively.
- Sourcing shouldn’t start with an open position, it should start with the identification of an anticipated need. Evaluate your process, programs, and people to drive purposeful sourcing to acquire the right talent for your organization.
- Moving away from ad hoc procedures to a standardized sourcing process will put in place the structures to encourage talent acquisition specialists to source purposefully for anticipated roles. A standardized process ensures consistency, saves time, improves sourcing efficiency, and encourages collaboration between talent acquisition specialists.
- For most organizations, resource constraints make building pipelines ahead of requisitions difficult. Develop talent pipelines on the side while sourcing for open positions.
- Address bias in sourcing so that diverse candidates are not excluded from the start. Solutions such as removing biographical data from CVs may reduce bias, but they may come too late to impact diversity.
Impact and Result
- Improve the sourcing process, optimize sourcing programs, and develop people capabilities to create a robust sourcing approach.
- Build the foundation for purposeful sourcing by creating talent pipelines that feed candidate pools to improve quality of hire and reduce time to fill.
- Creatively produce content such as job ads and source innovatively to attract talent that lie beyond traditional sources.
This guided implementation is an eight call advisory process.
Guided Implementation #1 - Assess your sourcing approach
Call #1 - Identify current sourcing approach areas of improvement and determine areas to optimize.
Guided Implementation #2 - Improve the sourcing process
Call #1 - Discuss key triggers in the strategic workforce plan.
Call #2 - Identify gaps in the current sourcing process.
Call #3 - Discuss potential areas of bias in the sourcing process.
Guided Implementation #3 - Develop and optimize key sourcing programs
Call #1 - Evaluate current sourcing program effectiveness and create an action plan to improve the program.
Call #2 - Determine alternative techniques for the organization to acquire talent.
Guided Implementation #4 - Develop key sourcing competencies
Call #1 - Review competencies on which the talent acquisition team requires further development and create relevant development plans.
Call #2 - Identify other departments that would enhance the team and determine how to optimize those relationships.
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- Title: Sourcing
- Number of Course Modules: 4
- Estimated Completion Time: 1.5 hours
Create an effective sourcing approach by determining how to optimize the sourcing process, identifying and leveraging sourcing programs, and establishing talent acquisition specialist competencies.
By the end of this course, learners will be able to:
- Discuss the steps of the sourcing process.
- Determine how to approach a requisition.
- Develop or implement sourcing programs at the organizational level.
- Optimize talent acquisition specialist competencies.
- Access hard-to-reach talent.
1 CPD hour per course.
Each course is valid for 1 PDC for the SHRM-CP℠ or SHRM-SCP℠.
The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Evaluate the Current Sourcing Approach, Define Goals, and Review the SWP
- Review the benefits of optimizing the sourcing process to anticipate organizational needs.
- Analyze the current sourcing process, programs, and people to identify areas of strength and improvement.
- Define goals for sourcing talent purposefully.
- Identify anticipated roles in the strategic workforce plan.
Key Benefits Achieved
- A purposeful sourcing approach.
- Clarity and consensus around which sourcing programs to maintain, to optimize, and to develop to provide a wider range of sources.
- Identification of key TAS competencies to develop.
- Process to anticipate upcoming talent needs.
Assess the sourcing process.
- Evaluated sourcing approach.
Review sourcing program effectiveness.
- Assessed sourcing program effectiveness.
Reflect on key competencies.
- Evaluated key competencies.
Define sourcing goals.
- Identified key sourcing goals.
Review the SWP.
- Analyzed SWP to anticipate talent needs.
Module 2: Update and Customize the Sourcing Process and Prioritize Key Programs
- Review and revamp the sourcing process.
- Identify areas of potential bias in the sourcing process.
- Customize materials for use in the organization.
- Prioritize key sourcing programs.
Key Benefits Achieved
- Outlined new sourcing process.
- Prioritized sourcing programs.
- Project materials are tailored to meet the needs of the organization.
Revamp the sourcing process.
- Outlined the new sourcing process.
Customize the sourcing plan and intake meeting templates.
- Sourcing Plan Template and Intake Meeting Guide
Review the process for bias.
- Potential areas of bias identified.
Prioritize key programs.
- Key sourcing programs prioritized.
Module 3: Develop Program Action Plans and Craft a Development Plan for the Talent Acquisition Team
- Develop an action plan for each sourcing program.
- Identify non-traditional sources.
- Create development plans for members of the talent acquisition team.
- Develop the talent acquisition team to support the sourcing process.
Key Benefits Achieved
- Created action plans for key sourcing programs.
- Identified ideas for non-traditional sources.
- Enhanced sourcing competencies across the talent acquisition team.
Create an action plan for each sourcing program.
- Sourcing Analysis Tool
- Sourcing Program Action Planning Tool
Identify alternative sources and techniques.
- Alternative sourcing methods identified.
Craft a development plan for TAS.
- Development plans created.