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External environmental changes, tightening labor markets, and increased candidate expectations have made sourcing talent increasingly challenging. As a result, passive sourcing approaches of the past are no longer enough to fill pipelines and find quality candidates and organizations must actively source candidates.
The changing environment also requires altering the definition of a “quality” candidate. Sourcing candidates based on historic qualification requirements is no longer effective, and unrealistic hiring manager expectations are resulting in quality candidates being overlooked.

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Our Advice

Critical Insight

Today’s competitive labor market requires strategic and elevated sourcing solutions. Rethinking traditional sourcing activities and channels and redefining what makes a “quality” candidate is key to creating a stronger, diversified pool of talent that will meet current and future talent needs.

Impact and Result

Re-evaluate and elevate sourcing activities and channels to address challenges and keep up with demands for talent.
Expand pipelines by challenging historical perceptions of qualified candidates and highlighting the value of transferable skills and diverse educational and experience backgrounds to ensure inclusivity and remove barriers for potential applicants.
Be proactive in sourcing candidates and nurture talent pools to ensure there are sources to draw from for future roles.
Ensure stakeholders understand that elevating approaches to sourcing and changing perceptions of talent are critical to sourcing effectively for current and future success.

Elevate Talent Sourcing Research & Tools

1. Assess the current state of sourcing

Use stakeholder feedback to complete a sourcing analysis and uncover sourcing pain points, identify challenges that require solutions beyond sourcing, and set goals and metrics.

2. Optimize key sourcing activities

Select and elevate specific sourcing activities to improve based on identified pain points.

3. Identify specific sourcing channels to improve

Identify which channels meet current and future needs and which need to be elevated, maintained, removed or built, while also exploring other sourcing channels to integrate.

4. Implement changes to sourcing activities and channels

Create a roadmap of planned changes to sourcing activities and channels, communicate planned changes and partner with key stakeholders, and plan to continually evaluate success.

Elevate Talent Sourcing

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This program has been approved for continuing professional development (CPD) hours under Section A of the Continuing Professional Development (CPD) Log of the Human Resource Professionals Association (HRPA).

McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.

HR Certification Institute's® (HRCI®) official seal confirms that McLean & Company meets the criteria for pre-approved recertification credit(s) for any of HRCI’s eight credentials, including SPHR® and PHR®.

How to complete this course:

Use these videos, along with the Project Blueprint deck above, to gain an understanding of the subject. Start with the Introduction, then move through each of the Course Modules. At the end of each Module, you will be required to complete a short test to demonstrate your understanding. You will complete this course when you have completed all of the course tests.

Number of Course Modules: 4
Estimated Completion Time: 1.5 hours

Learning Outcome

This course will provide an overview of the talent sourcing process and explore how to elevate sourcing activities to develop diverse talent pools. Learners will be introduced to recruitment sourcing strategies that can support their organization in candidate sourcing efforts and meet current and future talent needs.

Learning Objectives

By the end of this course, learners will be able to:

Recognize critical sourcing trends and challenges.
Describe the process and significance of a sourcing analysis.
Identify goals and metrics to track sourcing effectiveness.
Assess actions for elevating key sourcing activities.
Create a roadmap of planned changes to sourcing activities.

All of our McLean Academy courses have closed captioning available. To turn this function on, click on the C.C. in the bottom right corner of the video screen and click "English" on the options that pop-up.

Course Modules

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Introduction

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Module 1

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Module 2

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Module 3

About McLean & Company

McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Get the help you need in this 4-phase advisory process. You'll receive 8 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Assess the current state of sourcing

Call 1: Review stakeholder feedback and completed sourcing analysis.
Call 2: Identify challenges requiring solutions beyond sourcing and establish goals and metrics.

Guided Implementation 2: Optimize key sourcing activities

Call 1: Review prioritization of sourcing activities to improve, and discuss tactics to elevate them.

Guided Implementation 3: Identify specific sourcing channels to improve

Call 1: Review prioritization of sourcing channels.
Call 2: Discuss tactics to elevate prioritized sourcing channels.
Call 3: Identify other sourcing channels to integrate.

Guided Implementation 4: Implement changes to sourcing activities and channels

Call 1: Review roadmap of planned changes to sourcing activities and channels.
Call 2: Plan communications to key stakeholders and partnerships with other functions.

Contributors

Terence Anton, Talent Acquisition Manager
Kim Benedict, CEO & Founder, TalentMinded, Inc.
Matt Bickerton, Talent Acquisition Partner, TD Canada Trust
LynnAnn Brewer, Director, HR Research and Advisory, McLean & Company
Maisha Cannon, Global Talent Strategist, GitHub
Katrina Collier, Social Recruiting Expert, The Searchologist
Matthew Doucette, Director of Global Talent Acquisition, Monster
Tina Galanos O’Connor, Former Senior Manager, Talent Acquisition, HSBC
Joie Karcher, Senior Manager, Talent Acquisition, Dell
Tracy Macfie, Senior Talent Acquisition Specialist, Info-Tech Research Group
Ilia Maor, Former Senior Manager, Research, Info-Tech Research Group
Dhara Majmundar, Talent Acquisition Specialist, Herjavec Group
Kathy March, Vice President, Business Development, Verity International
Jennifer Newbill, Director of Employment Brand, Dell
Fionna O’Connor, Founder & Owner, Fiona O’Connor Coaching
Balazs Paroczay, Global Talent Resourcing Strategist, Founder, theBalazs.com
Tiffany Piccolo, Talent Acquisition Specialist, Sourcing and Marketing, Maple Leaf Foods, Inc.
Tara Price, Senior Talent Acquisition Specialist, Info-Tech Research Group
Ramiro Ribadeniera, Former Talent Acquisition Specialist
Tim Sackett, Founder, The Tim Sackett Project
Priti Sahu, Senior Strategic Sourcer, Intuitive
Vivek Shah, Technical Recruiter, CARFAX
Jeff Waldman, Founder, SocialHRCamp

Search Code: 83510
Last Revised: April 27, 2022

TAGS:

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