Category: Recruiting

Recruiting

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Just Where is Steven Berkowitz?????

Robert Scoble’s got a nice post about Youtube and Ballmer making comments…the post has some interesting detractors in the comments…I like this part the best he says: “The thing is, YouTube is two SEPARATE things: 1) the technology. 2) the community/brand.” I agree, most people focus too much on the technology.

But here’s my bigger question. Earlier this year, MSN hired Steven Berkowitz, the CEO of ASK. I have yet to see one meaningful interview in a five months now of this man, why hire him at all if you can’t delegate the spotlight properly to him?

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Recruting Best Practice : Brightcove

At 11:10PM EDT today, I got an e-mail from an actual Brightcove employee in Boston, yes actually living in the same time zone in the company, reading and then replying to my resume!

Let me repeat, a real live person was reading my resume and physically at 11:10PM!!! Wow!!!

This tells me some things:

1) The odds of Brightcove beign a long-term success just rose significantly in my view by the way they conduct business

2) They might find and hire thought leaders and not drones hired from keywords. Good for them.

3) My desire to be a part of this organization is stronger than it was before this interaction.

Thanks for the reply…I look forward to the next step in the conversation when appropriate. Jeremy Allaire should be proud.

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Cutting Edge Sourcing at Fox Interactive Media

Human Capital Management, HR Technology Conference 2006 #9

Virtual Edge Software: Roger Coker – VE Pilot:
– Zero-Talent Outages
– Succession not Replacement
– 360 view of talent pipeline

Fox Interactive Media: Conrad McGinnis

50% Professional
35% College
15% Other

FIM Talent Sources
35% Employee Referral Program
25% Direct Sourcing
15% Job Boards
25% Our Career Website

1400 Employees based in the US currently

Traditional Sourcing Method
– Old Media Mentality
– Dated and geared to film and TV
– Limited to local universities

New Strategic Sourcing Strategy
– Targeted to Tech
– Tech tools for better communication
– Global versus local
– Recruiting structure – Personnel
– CRM – VE Pilot

Search Engine Marketing – overall has found Google to be most effective

Why Search Engine Marketing?
– Reach Active and Passive Candidates
– Inclusive and Broad Approach
– Pay for Performance
– Workforce Planning
– VE Pilot

Other Tools:
– Fox Careers Site
– Myspace Careers Site

Reference Checker and Sourcer are separate

Frees up recruiter to build relationships with hiring manager and candidates

Training and Networking Events:
– Recruiters must know the business
– Recruiters need to spend more time in front of the desk than behind it
– Recruiting teams are true partners in moving the business forward

Employee Referral Program
– Myspace friend branded
– Ticket themed logo for concert – B.Y.O.F.
– Increased cash incentives
– Teaser campaign

Tracking Referrals
– Keeping track of individual job referrals
– Link track (like affiliate marketing campaign

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Creating Global Recruiting at Time Warner

Human Capital Management, HR Technology Conference 2006 #9, Time Warner – TWX

A fabulous introduction of Maggie Rubey Lynch, Corporate VP, Worldwide Recruitment & Executive Search, Time Warner by Deb Besner, CEO of Brassring opened the session (Time Warner uses Brassring for their employment/jobs portal), Lauren Levine a member of Maggie’s team also participated in the session.

Areas of best practice:
– Time Warner has an in house executive search practice
– Operate on a business unit basis, country specific candidate experience
– Outstanding partnership between IT and HR – a model for any other company

270 recruiters globally, no centralization prior to 2003

TM Divisional Feedback re Recruitment Needs:
– Quality Candidates
– Fast Fills
– Superior Service
– Ease of Process
– Client Group Ownership
– Strategic vs. Reactive
– Cost Savings
– Ability to Identify / Move Internal Talent
– Ability to Identify Top Tier Diverse Talent

Spend time on the front end selling and partnering with people to make it work

Business & Recruitment Feedback:
– Recruitment support at more levels that just senior
– Research support at more levels than just senior
– Diverse Slates
– Internal Mobility
– Tough to fill discipline specific

The mission:
– Create holistic recruitment team
– Leverage in-house expertise

Deeper Dive:
Attrition by Division
Types of roles by Division
Volume of Recruitment Efforts
Structure of Recruitment Teams
Expenses – Internally / Externally
Recruitment Systems

Action Steps:
Design and build scalable infrastructure
Identify top Recruitment Professionals to move the recruitment objectives
Streamline Processes and create efficiencies
Understand where investments are producing a return
Be true business partners
Know our business and identify growth areas to anticipate recruitment needs

Four Critical Areas:
Executive Search
Strategic Sourcing
Research
Recruitment Operations

Integrated Recruitment Teams
Recruitment Director (headquarters)
Client Group Recruiters (anchored in Operating Units)

“Beyond the resume” – transferable skills, diversity or experience – it’s about process and having a conversation about where you want the position to go. (Stated a different way, why use an ancient job specification?)

Results:
100% Utilization by all Divisions
1,496 Search / Research Assignments
Cost Savings of $48 Million
48% Females Hires
41% Diverse Hires
Increased internal mobility from 2% to 35%
Created a first time external revenue stream by conducting external search

Getting legal team to agree across divisions was the biggest challenge

(Human Capital Management, HR Technology Conference 2006 #9, Time Warner – TWX)

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Hess Corporation Hopes to Strike Oil with a Talent Management Suite

Human Capital Management, HR Technology Conference 2006 #9***Standing room only session***

This was a great session where you learned about how to truly implement complex change across an organization.

Brian Bohling, SVP HR, Hess Corp.
Hess, $18 million case with Authoria
86 of Fortune 100
$23 Billion in revenue
12,000 employees
Headquarters in NYC

Authoria provides enterprise-scale technology across all aspects of the talent management lifecycle.

Performance management process  Hess had been using 6 different systems. Our technology stuck. Revamped it from scratch.

Strategic map designed by employees. We changed 401K vendors. We are building transparency.

We got people to use the tool, redesigned rating metrics and emphasis on results.

Training, onboarding, objectives create performance, money, career paths, everything, etc.

Made certain to check with internal clients to make sure things worked along the way. Started with remote locations first then brought it to home office.

Feedback and buy in were critical. People like the intuitive an online support.

Tod Loofbourrow, Authoria, 9 year old company, 300 customers representing 4.2 million software installations…almost ten times salesforce,com

30 of the 300 clients are full talent management clients integrating all of those pieces in a simple and branded fashion is something Hess did well. Having a vision of the desktop. One less complicated system. Understanding key talent drivers. Look a the way business processes link. Career development and learning.

Is this stuff real. Remove silo problem perspective. This is a line of business and CEO issue. ERP, CRM, etc.

You need Integrated Talent Management drives client experience.

Example about Raytheon  they need to hire 11,000 engineers and scientists annually. A massive challenge given the constraints.

Competencies – keep it simple, yet learning is driving change in Hess process. Select on fit for purpose.

(Human Capital Management, HR Technology Conference 2006 #9)

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Chicago GSB, Generation X and Some Changes Needed in Online Recruiting

As part of my ongoing discussions regarding the coming transformations in online recruiting, I will need to discuss the growing obsolescence and misleading nature of college and campus recruiting programs (The education is great, the actual access to certain career paths is not – I can say this as an alumni of the University of Chicago GSB MBA program). These serve to create artificial and inefficient job markets that work primarily to serve the future acquisition of students than it does to have corporations acquire the best talent available on the market.  As a society we are not using all of our best resources efficiently due to these outdated recruiting programs and lack of full utilization of Generation X, many have not been redeployed full from the 2000-2003 downturn. This is a major part of the many coming transformations necessary when the baby boomers retire and ones that most organizations are unprepared for.