Sourcing:

Identifying Recruits
Talent is the key to Organizational
performance & future success
An organization must recognized &
identified promising Talent

But how?
Sourcing
6-5
Definition: Identifying and locating High
Potential Recruits
A part of Recruitment Process
Done for Internal as well as External Job
candidates
Analyze different possible sources of
recruits to identify those best able to meet
the firms staffing goals
Note:
Sourcing Strategies differ for different
types of Recruits or job Seekers

Types of Job Seekers
6-7
Active job seekers:
People who need a job and are actively
looking for information about job openings
Traditional Job Advertising
Overall Quality of Labor Market
may not be high




Types of Job Seekers
Semi-passive job seekers:
People who are interested in a new
position but only occasionally look actively
for one
Require more proactive & Strategic Effort
More high Quality candidates
Types of Job Seekers
Passive job seekers:
Currently employed and are not actively
seeking another job, but could be tempted
by the right opportunity
Proactive & Strategic Effort
Many high Quality candidates


Some Recruiting Sources Are:
6-10
Faster or cheaper
Better at acquiring people who fit the
culture and work processes
Better at acquiring high-quality people
Better at acquiring people less likely to
leave
Better at acquiring people with previous
work experience
Some Recruiting Sources Are:
Better at generating large numbers of
hires
Better at generating professional hires
Better for long-term needs
Better for hiring in non-core competency
areas of the company
Better for finding diverse applicants
Better for finding people not actively
looking for a job

Recruiting Sources
6-12
Internal recruiting sources:
Locate people who currently work for the
company who would be good recruits for
other positions
Recruiting Sources
External recruiting sources:
Target people outside the firm

Internal Recruiting Sources
6-14
Succession management:
The ongoing process of recruiting,
evaluation, developing, and preparing
employees to assume other positions in
the firm in the future
Talent inventories



Employee development:
The training of employees to extend their
capabilities and prepare them to assume
other jobs and roles in the firm

Leadership Development Programs:
A specific type of employee development
that develops the leadership skills of
employees seen as having leadership
potential

Internal job posting systems:
Systems that publicize a firm's open jobs
to the company's employees
Employee referrals:
A practice by which current employees
identify and refer promising recruits

Employee referrals
On-the-job performance tracked & bonus
given if employee rated as a top
performance
Referral for key position accepted whether
a current opening

External Recruiting Sources
Employee referrals
Hiring managers have direct access to the
candidate database
Proactively sought from employees to
know a top performance
Drawing & contest for prizes, bonus given
New hire in key positions asked for
referrals on first day on job
An appeal process for individuals who feel
they unfairly denied bonus
External Recruiting Sources
6-19

In-house Sourcers:
Employees who rely on their own
contracts and research and the
organization's database of potential
applicants to source potential applicants
Written Advertisement
Job & trade fairs:
Sourcing and recruiting events at which
multiple employers and recruits meets with
each other to discuss employment
opportunities
Events that gather people from a particular
industry to learn about current topics and
products in their field


External Recruiting Sources
Observation:
Watching people working in similar jobs
for other companies to evaluate their
potential fit with your organization




Resume databases:
Searchable collections of prescreened
resumes submitted to the company
Career sites:
Pages on an organization's Web site
devoted to jobs and careers within the
company
Online job boards:
Internet sites that allow employers to post
jobs and job seekers to post resumes and
use a search engine to find one another
Search firms:
Independent companies that specialize in
the recruitment and placement of
particular types of talent.




Non-U.S. citizens
Offshore Labor:
Employees living and working in other,
usually lower-cost, countries
Walk-ins:
People who apply directly with companies
Schools
Previous employees
Creative sourcing

Professional associations
State Employment Agencies
Military Transition Services
Acquisitions and mergers
Raiding competitors:
The practice of hiring top talent away from
competitors


Internet Data mining:
Searching the Internet to locate passive
job seekers with the characteristics and
qualifications needed for a position
Boolean searches:
An Internet search technique that allows a
search to be narrowed by using special
terms before the key words
6-27

Flipping or flip searching:
Finding people who link to a
specific Internet site


Web crawlers:
Web site that continually search the Web
for information about people with desirable
talents and sell access to their database of
potential recruits



Networking:
The process of leveraging your
personal connections to generate
applicants


Creating a Sourcing Plan
Sourcing Plan:
Prioritizes which recruiting sources should
be used to staff a given position to best
meet staffing goals

Employee Profiling:
A process that helps a firm identify what its
successful current employees like to do and how
people like them can be recruited

Recruiting Yield Analysis:
Tracks the recruiting sources that produced each
applicant and evaluates each recruiting source
on the basis of relevant criteria including the
number and proportion of qualified applicants
coming from each source and their demographic
characteristics

Creating a Sourcing Plan
6-31
1. Profile desirable employees to identify
promising sources
Identify what desirable talent and successful current
employees in targeted jobs like to do and how you
might reach them if you were to try to recruit them
now
Using surveys or focus groups, ask where do they
like to go, what media do they use, what
organizations do they belong to, and what events do
they attend? What web sites and other sources
would they use if they were to look for another job?
How did they first learn of their first job in your firm?
Creating a Sourcing Plan
6-32
2. Perform ongoing recruiting source
effectiveness analyses by tracking
Where applicants discovered the vacancy
Where top candidates discovered the vacancy
Where candidates receiving job offers discovered the vacancy
How many recruits each source generated
What quality of recruits each source generated, and what was
the range of recruit quality from each source
What were the demographic characteristics of the recruits from
each source
Hiring rates for each source
Conversion rates from applicant to hire for each source
Data relevant to other staffing goals
Recruiting Source Effectiveness
Analysis - Engineer
6-33
Creating a Sourcing Plan
6-34
3. Prioritize recruiting sources based on
staffing goals and employee profiles
Prioritize recruiting sources based on staffing
goals and the results of the recruiting source
effectiveness analysis
Referring to the last slide:
If quality is the most important goal, college hiring
would be the preferred source
If hiring speed is more important than quality,
employee referrals would be given priority to source
the needed engineers

Sourcing Nontraditional
Applicants
6-35
Workers with disabilities
Older workers
Welfare Recipients
Global Sourcing & Geographic
targeting
Global Sourcing:
Souring employees on a global basis
Geographic Targeting:
Sourcing recruit based on where they live