We Are What We Know: How the Semantic Web Will Alter the Sourcing Landscape

Day #2 - 9/3/08 | Keynote Address | 9:15am

Dave Copps

In Web 1.0 and Web 2.0 we searched for content. In Web 3.0 we are content. In this move to the Semantic Web we will see the transformation of social networks, who knows who, into knowledge webs where it is what we know that will connect or attract us to other people. Organizations have always been driven by knowledge, but it is only now that we are beginning to intrinsically and semantically link people to the knowledge and activities that define who they are. By linking people and what they know together we will increase the collective intelligence of organizations, and with that the likelihood for meaningful connections between people and knowledge.

Together in this session, we will take a glimpse into the future and explore how this shift to knowledge webs will fundamentally alter the sourcing environment and discuss how you can use this knowledge to your advantage.

Strategic Sourcing: The Lockheed Martin Way

Day #2 - 9/3/08 | General Session | 11:00am

Lockheed Martin Panel with Peter Bugnatto, John Sloan, etc etc.

Wouldn't it be great to have time to incorporate all the cool tricks, unique techniques and countless resources you learn about at places like SourceCon, ERE, The Fordyce Report and recruiting blogs?

Welcome to Sourcing, the Lockheed Martin Way. We've developed a way to do just that. Join us for a case study of our Strategic Sourcing Group, where we are transitioning from tactical to strategic in our quest to build critical skill pipelines of candidates for our company of 140,000.

Over the next 45 minutes, we'll brief you on an overview of Lockheed Martin's core businesses, describe the recruiting model, and then present the evolution of our Strategic Sourcing Group recruiting model including pipelines, what works, what needs work, metrics & reporting, and related best practices.

Corporate Staffing Pages that Support and Expanding Sourcer Pipelines: Best Practices and Missed Opportunities

Day #2 - 9/3/08 | Strategic Track | 1:00pm

Gerry Crispin

Wouldn't it be great to have time to incorporate all the cool tricks, unique techniques and countless resources you learn about at places like SourceCon, ERE, The Fordyce Report and recruiting blogs?

Welcome to Sourcing, the Lockheed Martin Way. We've developed a way to do just that. Join us for a case study of our Strategic Sourcing Group, where we are transitioning from tactical to strategic in our quest to build critical skill pipelines of candidates for our company of 140,000.

Over the next 45 minutes, we'll brief you on an overview of Lockheed Martin's core businesses, describe the recruiting model, and then present the evolution of our Strategic Sourcing Group recruiting model including pipelines, what works, what needs work, metrics & reporting, and related best practices.

Sourcing for Full Life Cycle Recruiters

Day #2 - 9/3/08 | Tactical Track | 1:00pm

Ben Gotkin

Ben is not a Sourcer. Ben's organization does not have a dedicated Sourcing function. Most organizations do not have dedicated Sourcing functions. So how do you define Sourcing when full life cycle Recruiters are expected to perform that function? What are realistic expectations for full life cycle Recruiters when it comes to Sourcing? How can third-party Sourcers play an effective role in augmenting corporate Sourcing functions? Does a slowing economy threaten the existence of corporate Sourcing functions?

Join Ben in an interactive session to explore the answers to these questions and more. Ben has addressed these issues in his current and prior corporate recruiting roles, and will share with you what he has learned and how it has affected his strategic views regarding sourcing in corporate recruiting environments.

All the world's a stage and we are (not merely) sourcers

Day #2 - 9/3/08 | Strategic Track | 2:15pm

Matt Grove

Creativity has always been revered and rewarded in the history of humankind, so how do we react to it in corporate America? Is it essential? Is it even desirable? Is creativity a product of nature or nurture? How does it drive innovation in the workplace and how does it impact our approach to finding and recognizing top talent?

During this presentation, we'll look at the question of where creativity belongs in the world of sourcing and the rewards, risks and challenges of embracing it.

Integrating a Sourcing Team Into Your Strategic Staffing Strategy

Day #2 - 9/3/08 | Tactical Track | 2:15pm

Michael Buckner

Selling the concept of a “Sourcing Team” to the Human Resources leadership and the enterprise at large can be a daunting task. Given our challenging economic conditions, headcount for infrastructure positions such as HR/Recruiting will always be “tight” to say the least. In trying to sell a “sourcing” concept one can certainly expect protestations such as, “Why wouldn't you want to hire a full-cycle recruiter?”

So you make your pitch, fall upon your sword to guarantee success and leadership decides to go with your proposal. Now you have to make it work by integrating it into your overall staffing strategy and prove out the concept. This session will explore the following questions regarding building an effective Sourcing Team to augment your recruiting efforts:

• How do we sell it?


• How do we make it work?


• How do we prove our success?

The Changing Value of Agencies as a Sourcing Channel in Light of New Business Imperatives

Day #2 - 9/3/08 | Strategic Track | 3:30pm

William Ryan

Bill will discuss a range of issues that have become more important in the face of a changing recruitment landscape and economic reality.

Among the topics that will be examined are:

• How do we revaluate the function of contingency search agencies as part of the overall recruiting mix and measure them against other sourcing channels.


• Disproportionate costs of search agencies and how search can be better deployed.


• Why use search agencies versus doing it yourself and does search accomplish what it sets out to do.


• Who should use search agencies and who should not.

Bill will examine the use of contingency search agencies from a corporation's point of view. He will offer suggestions on how search agencies can be used effectively to gain momentum and perspective in skill markets. Bill will also explore value proposition that search agencies deliver back to an organization that is more than the initial hire.

Executive Talent Sourcing

Day #2 - 9/3/08 | Tactical Track | 3:30pm

Jeremy Langhans

Finding and keeping track of talented individuals is a critical part of how Executive Recruitment success in the years to come will be measured. By applying principles of strategic and tactical sourcing to a company's hiring process a corporation can achieve significant benefits in their overall talent management process. Jeremy will discuss high-value initiatives on developing multiple talent pipelines; in other words, building the most capable pool of candidates that will provide the most direct impact on client success. Learn how a strong Executive Talent Sourcing function can develop a targeted pool of unique candidates that your company had no visibility to in the past. The end-result is a systematic way of executing on value-added contact with these talented individuals for both growing your Talent Network & in future hiring as well.

Metrics for Measuring Sourcing Effectiveness

Day #2 - 9/3/08 | Strategic Track | 4:45pm

Scott Biggerstaff

Much has been written about the need to measure performance for recruiting and sourcing processes and resources, yet most organizations continue to struggle with the challenge of creating meaningful metrics for success. In this session, talent strategy expert Scott Biggerstaff draws on his experience working with leading Fortune 500 organizations to create practical approaches to measuring talent operations in ways that can drive real business improvement.

Key issues and topics covered in the session include how to:

• Look Beyond Time-to-fill and Cost-per-hire—Usually, these traditional metrics are a means to a larger goal. What should you look for to help you better understand how well you are not only finding talent, but finding and hiring the right talent?


• Identify Detailed and Actionable Metrics for Improvement—Often, companies rely on data that reflects performance across the entire organization. The result is an inability to pinpoint weaknesses and identify areas for improvement. How can you improve the level of detail, and measure data in a way that facilitates continuous improvement?


• Develop Business and Operational Metrics—While detailed measures can help improve performance at the operational level, those same measures mean little to executive sponsors unless they translate directly to business performance. What can you do to support improvement and reflect strategic value? We'll explore some of the answers.

This is a great opportunity to gain insight that can help you achieve real improvement in the performance of your sourcing and recruiting operations.

Diversity Recruiting Strategies

Day #2 - 9/3/08 | Tactical Track | 4:45pm

Otis Collier

Companies recognize the importance of having a diverse workforce. Many are looking for ways to move their diversity efforts from mission statements to tangible results. The implementations of diversity recruiting programs have become part of their overall recruiting and retention strategy.

This course teaches recruiters how to proactively search for and identify diverse candidates that are hidden inside of colleges, organizations, and competing companies.

You will learn:

• What are the best colleges and universities for recruiting a specific population of diversity candidates


• What are the best fraternity and sorority organizations to recruit from and how to find qualified candidates quickly and efficiently


• How to identify diversity candidates resumes and homepages


• How to find and source diversity candidates from your competitors


• What are the best job boards for diversity recruiting


• How to find industry specific communities created for diversity members


• How to use your own organization's assets to increase the number of diversity job inquiries


• How to attract the best and brightest diversity candidates

Talent Community Development

Day #3 - 9/3/08 | Keynote Address | 9:15am

Marvin Smith

A talent community is touted as the holy grail of recruiting and Web 2.0. The concept is written about, discussed, and alluded to by industry pundits. Yet, the landscape is barren with examples of actual work being done in this area; especially at large organization like Microsoft. Invest a few minutes in learning about a talent community work undertaken at Microsoft's Entertainment & Devices.

The 7 Laws of Internet Research

Day #3 - 9/4/08 | Strategic Track | 11:00am

Donato Diorio

Wikipedia, in its definition of Talent Management, states the following:

What are the fundamental/philosophical building blocks that will define your success in sourcing from the Internet? The best sourcers and researchers inherently know and apply these secrets on a daily basis. Before you ever sit down to perform a search, before using search tools and job boards, there is a basic set of laws, when applied and followed, will lead you to success as a sourcer.

Donato will cover the 7 laws as well as some hard core techniques for making them work for you. Don't bother learning search strings until you know the laws.

Some of the laws include:

• The Law of Permutation. You can't find what you are looking for unless you know the varied ways in which it is described from every different angle.


• The Law of Completeness: If you have a list, you must complete that list. It's about follow-through.

How Better Internal Communication and Teamwork Leads to an Optimized Sourcing and Recruiting Function

Day #3 - 9/4/08 | Tactical Track | 11:00am

Kay Kelison

If information and knowledge are one and the same, then an organization with the best information databases and technology should be the most knowledgeable and therefore, the most successful. This is actually not the case because knowledge, unlike information, cannot stand alone from the knower - the knower being the Staffing Organization. This means the best information databases and technology systems do not actually equate to success, unless they are utilized to the fullest by the Recruiting Organization.

Today businesses try to save money and resources by asking Recruiters to be super human, one recruiter who has every skill, one who does it all. Is this effective and efficient? The results seem to say no…Consistent complaints from the business are that Recruiting isn't helping fill the necessary positions or that we are not providing the level of service desired by the client or candidate, or that we are just too slow…Recruiting has a bad rap. So, something is not working. I feel strongly that we are losing out on the human factor which is our ultimate strength. We are all about the “human” resource and yet we lose that expertise and emotional intelligence when we focus completely on ROI and numbers. Coming back to our strength and embracing it means examining how we treat each other and examining whether we are utilizing our strengths.

No one person can do it all. As the field of Recruiting becomes more complex and specialties like Research and Sourcing emerge from the fold as huge value-adds, I feel strongly that each person brings their own strengths to the team and we need to play into and develop these strengths which will help take Recruiting to a new level. Understanding what each member brings to the team is crucial for mutual respect and greater leverage. To motivate employees to collaborate in generating, sharing and making the most of knowledge, a shift in the way the recruiting organization sees itself is crucial. Recruiting needs to have a strategic shift of vision where it recognizes itself as a knowledge organization that adds more to the business then just numbers.

Better communication, trust, and passion we once had. Creating a more recruiting strong front; hiring people that have knowledge, passion and specializing in what they are passion about. Recruiters, Sourcers, Researchers now more than ever want new and innovative ways to find talented candidates. More than ever, the Recruiting Arm of companies needs to be connected, informed, and provided with “emotional” value of its recruiting efforts. When we educate each other and the business about the roles we play and the work we do and the expertise that results from that we will gain more respect from the business. We will gain the trust of the business and therefore gain the respect that we the recruiting industry rightfully deserves.

Using Lego-Blocks to Achieve Sourcing Program Success (A Crash Course In Mkt Segmentation and Talent-Pool Psychology)

Day #3 - 9/4/08 | Strategic Track | 1:00pm

Joshua Letourneau

Cutting-edge Talent Acquisition organizations today realize that merely playing the existing talent-game better (“process improvement”) offers little more than incremental benefit. The real way to victory is to redefine the rules and change the game itself, luring competitors into a guessing game of confusion and uncertainty by implementing a Strategic Sourcing program.

However, there has been a huge problem to date with the first generation of SS programs - too much time is spent focusing on tactics before a well thought-out strategy is laid in place. Furthermore, most SS programs revolve around nothing more than name/resume generation with metrics that focus primarily on quantity-drivers. Because of this, it’s no surprise that most organizations are not pleased with results to date.

By engaging in a team-based Lego-building event (Aerospace & Defense-focus), Josh would like you to add the following to your sourcing-psychology toolbox when you return to your organizations:

a. Using Lego blocks as a fun way to stimulate visual thinking and foster teamwork.
b. Using Lego blocks to begin segmenting talent markets & pools.
c. How to begin discussions about ‘Pivotal’ versus ‘Critical’ talent.
d. Moving from HiPo demographics/attitudes/behaviors to brainstorming on talent market psychology.
e. Putting it all together by injecting well-strategized tactics aimed at achieving real results.

Internet Research Strategies to Maximize Your Searches

Day #3 - 9/4/08 | Tactical Track | 1:00pm

Moises Lopez

The Internet has dramatically changed the way companies recruit employees and it is now probably the greatest recruitment resource around. At the very least we admit that the Internet has clearly become an indispensable tool for job seekers and recruiters; it has certainly become main-stream.

Recruiting over the web is not just about adopting new and better tools. Fundamentally it involves a shift in our attitude towards sourcing/recruitment. Online sourcing does not just provide new technology but results in a reshuffling of the recruitment chain and cultural change. In order to implement an online strategy that's specifically tailored to meet your company's sourcing needs, you need to invest in some planning and preparation.

We will explore different internet research strategies to maximize your searches. We will study some of the dynamics of search and explore structured approaches to searching on the web effectively and efficiently.

Intuit's Talent Management Journey

Day #3 - 9/4/08 | Strategic Track | 2:15pm

Traci Wicks & Chris Galy

Wikipedia, in its definition of Talent Management, states the following:

"Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organization. To some, it is about the management of high-worth individuals while to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated."

In this session, two Senior Talent Acquisition leaders will paint a picture of Intuit's latest thinking on the topic of Talent Management (TM), brush upon how the Intuit Talent Acquisition team partners to drive TM throughout the Intuit Employee Lifecycle, and provide color on the ideal Intuit Candidate Experience.

Fortune Magazine recognized Intuit as "America's Most Admired Software Company" three years in a row and seven years in a row as a "Fortune 100 Best Place to Work." Intuit's traditional flagship products – Quicken, QuickBooks and TurboTax – stand as testament to our commitment to revolutionize the way people manage their small businesses and personal finances.

Intuit's Talent Acquisition team received the following industry recognition: ERE Best Recruiting Department, 2008; HR Symposium Innovation Award, Intuit Candidate Generation Team, 2008; and ERE Best Recruiting Brand, 2007.

Sourcing Beyond Recruiting 2.0

Day #3 - 9/4/08 | Tactical Track | 2:15pm

Michael Marlatt

This presentation is a look at centralizing a de-centralized web. In today's social media driven environment, we are witnessing an evolution in the way we source for talent as we understand it. With the proliferation of social media and collaboration tools, we now have center stage and the world is our audience. We are no longer just hunters; we have morphed into our stage-roles of Networker, Blogger, PR-Evangelist, Co-Author, Podcaster, and Content-Manager, etc. The unlimited means by which we can engage this new audience is exciting but has also created an undeniable challenge: social web fatigue. Obvious questions around how we filter through the “noise”, what tools should we use, when should we use them, and what are the benefits are often on the minds and topics of many.

As we look to the future, this new world order demands that we step out of our comfort zone, beyond the ATS, corporate websites, job postings, and job-boards. Technology is enabling exciting new possibilities for prospecting and attracting new talent. One such way is through the use of mobile web technology. Mobile WebApps are increasing in popularity and necessity. Web users are much savvier than ever before and are not only creating and consuming data on their computers, but also on their mobile devices. Social Media providers such as LinkedIn, Facebook, MySpace, Twitter, Yahoo, etc. have all launched a mobile Web presence providing greater value for their users.

“Fast-moving lifestyles have created demand for time-efficient sources of information and entertainment. The great strength of the mobile communications channel is the anywhere, anytime accessibility of the mobile phone. Next to the wallet/purse, the mobile phone is the piece of personal apparel most commonly kept with individuals at all times.”

For recruiting professionals, there is a tremendous opportunity for us to engage the emerging mobile web 2.0 communities in ways that have been traditionally overlooked. One thing is clear: How we navigate the complex worlds of multimedia, expanding on-line content and mobile applications will be the key to understanding where we're headed in the future.

This presentation will address three key topics: (1.) Data Aggregation, (2.) Mobile WebApps, and (3.) DataPortability. We will evaluate what works, what doesn't, what's on the horizon, as well as consider potential pitfalls.

Mission Critical Sourcing at Booz Allen Hamilton

Day #3 - 9/4/08 | Strategic Track | 3:30pm

Leslie Esposito & Jerrod Wheeler

Defining a strategic approach to source the right candidates for the right role demands an understanding of the requirements at hand. What does your talent landscape look like? Do you know your value proposition? Are you competitive in the market? Who are your key talent competitors? Is market softness identifiable?

Booz Allen Hamilton's Sourcing Organization uses all of the above and additional data points to determine what strategies to execute on a given skill profile. This session is an overview of the thought process that should be deployed when outlining a sourcing strategy against a given requirement, profile or market based on the factors that drive your company's business and the talent market that is addressable to define sourcing success. Examples from the journey that Booz Allen has taken to define our mission critical requirements will highlight the presentation as we unfold appropriate strategies for appropriate scenarios.

After the Sourcing - What's love got to do with I.T.? Candidate Engagement Sourcing Strategies For the Sourcing Evangelist!

Day #3 - 9/4/08 | Tactical Track | 3:30pm

David Pritchard

When it's over, what do you have from the person you just sourced? Conceptually, every company wants candidates walking away saying "Wow what a great company" to everyone they know. Even if they don't get the gig. Right? So, what sourcing teams do, during and after the candidate sourcing experience can have a huge impact. That impact can be negative or positive.

GOAL:

1. Candidate becomes a Viral Pseudo Community Evangelist.

2. Candidate sings the praises of your organization and hopefully the experience they had with you as the conduit into the door.

Are they a Loyalist (say and do good things) vs. or are the Mischievous (negative to others, write bad things into the Blogosphere about your company and their experience)

The Golden rule- Do unto others!

• Integrity + Love = honesty = what's best for both, whether they are hired or not


• Loyalist + what's meant to be will be and how you position.

In this presentation, David will explore various candidate engagement strategies designed especially for the sourcing evangelist.