Thought Leadership Institute The Corporate Sourcing Leadership Exchange (CSLE).

1. Thought Leadership InstituteThe Corporate Sourcing Leadership Exchange (CSLE). Bonita Springs February 24, 2009

2. Welcome to the discussion Surviving the economy: Being recognized as a critical value. Candidate Centrism The Corporate Sourcing Leadership Exchange (CSLE).

3. The panel flow will be : Part 1 - We'll open and solicit questions from the audience - . Part 2 will move to the questions posed and each panel member will respond with their comments and ideas. Part 3 will address the audience questions and, if necessary, questions prepared in advance. Part 4 will be open for questions and comments from the audience.

4. Your Burning Questions: Please write down a question that you would like to have the panel members address. The questions will be collected and sorted. We will propose the questions to the panel after an initial set of prepared questions are addressed.

5. Your Panel Today: • H. Michael; Boyd, Ph.D. is a full-time Professor of human and organizational resources at Bentley University and President of Boyd Associates consulting to enterprises from Fortune 100 companies to startup businesses. He also teaches at Stonehill College. With over 40 years of corporate, consulting, and academic experience, he has become internationally recognized as a thought leader in human resource management and global organizational strategy. • Elaine Orler -- is Sr. Vice President of Talent Acquisition Management at Knowledge Infusion focusing on helping organizations realize the true business impact that can be achieved through the strategic use of talent acquisition management technologies as part of an overarching talent management technology strategy. Prior to Knowledge Infusion, Elaine was Practice Manager at The Newman Group, senior partner at the Talent Market Group and has held consulting roles with Watson Wyatt Worldwide, Gateway Computers, and Qualcomm Incorporated. Elaine has published articles for a variety of industry resources, including the Electronic Recruiting Exchange, IHRIM link, and leading trade publications such as HR Executive Magazine.Marc Mascolo, PHR; is the Manager of Talent Identification for Johnson & Johnson Global Recruiting. He leads a team of twelve sourcers that are responsible for the development and delivery of sourcing strategies to support the hiring of professionals across the J&J Family of Companies in the following functions: marketing, finance, IT, human resources, andlegal. Prior to his experience with Johnson & Johnson, he worked with Pfizer, Aker Kvaerner Pharmaceuticals, and Aerotek. • Todd Noebel is the Manager, Staff Recruiting, for McGuireWoods LLP, a top-tier law firm with approximately 900 lawyers worldwide. He is responsible for the design and management of the recruitment processes, systems, and staff on a firm-wide basis. He has a particular interest in the impact of the alignment and integration of a firm’s values and core critical competencies on the hiring of talent, the management and development of those people, organizational effectiveness, workforce planning, succession planning, and the development and execution of the company’s strategic plans for sustainable performance. • Conni LaDouceuria a Founder and Managing Principal of Execuquest,  Baltimore MD. Previously, Conni honed her research skills over a five-year period at  Heidrick & Struggles, Inc. in New York and Greenwich, CT..  Conni has  successfully led Execuquest and its valued clients through multiple years of challenging labor and financial market conditions.  In an era  of picked-over databases and directories, Conni believes in the  effectiveness of original human intelligence in securing accurate,  actionable research for successful recruiting.

6. The Customer is always Right !?BUTWho is the Customer? In Staffing, as in all support functions, the key is in satisfying the customer.  Universally, the customer of staffing is the line manager.  None of the other aspects of staffing excellence matter if the line manager is not satisfied -- you don't get to apply all the great ideas and technologies, if the managers don't support you.   Consider advanced applicant tracking systems:  They are designed to eliminate the need for recruiters -- applicant input processed by computer and selected directly by the hiring manager. Some managers want the computer to replace their recruiter. Recruiter relevance is entirely subjective -- and line management gets all the votes. A key measure of success is how candidates perceive the role and value of the Staffing function. So, while the primary customer is your line manager, the opinion of the candidate will greatly influence and shape that manager’s opinion. Being “candidate centric” -- especially in the eyes of the candidate is no longer optional!

7. Conclusions for Staffing today • The largest crisis of the 21st Century for the business world will be the competition for people who can do the work. Other issues of technology, market, margin, etc. will pale in comparison. • The crisis will be global. The crisis will also affect all segments of the economy. Manufacturing, retail, service, etc. industries in the industrialized parts of the world will also experience crisis level worker shortages. • The available workers in the 21st Century will expect and demand individual accommodation with regards to their needs for security, predictability, and dignity. • There will be a new global employee. The new balance of power will shift entirely from the employer to the employee in the United States. European workers will maintain their strong cultures of legal protection in employer – employee relations but they will begin increasing the rate that they change employers (attrition) for increased opportunity, work assignments, and money. Asian workers will become more individualistic and begin exercising higher levels of autonomy leading to new levels of competition among employers for workers.

8. SOCIAL Enterprise People SECURITY DIGNITY Compensation / Rewards Retention Programs Employee Development Recruiting Activity MATERIAL PERSONAL Predictability Market Candidate Centrism means A different proposition for each person Integrating Individual Employee and Employer needs and interests -- Infinite Complexity and variety

9. The Employee Lifecycle must be a constant consideration The employee lifecycle includes all employee changes such as hiring, promotions, transfers, redeployment, terminations, acquisitions, mergers, reorganizations, retirement, rehiring, and layoffs. It important to recognize that there is a lifecycle associated with each individual's relationship with the company. That relationship begins when a person first becomes a potential employee through recruiting or application. The relationship does not end when the employee ceases being an employee. As an ex-employee there is still a relationship to the company.

10. The Recruiting Basics Must continue to produce exceptional Value to the business. The primary business considerations of Quality, Time, and Cost will ALWAYS define success!

11. The Recruiting Timeline Mgmt / Budget Approval (Requisition) External Sourcing $ 600 Applicants Screened Offer Accepted $ 2500 $ 400 $ 50 Offer Extended $ 125 Internal sourcing & Employee consideration Applicant Flow Candidates Interviewed pre-hire logistics (relo, family, ) $ 500 Staffing need known $ 700 $ 500 $ 1142 New Employee on-Board 6 Days 10 Days 12 Days 8 Days 5 Days 5 Days 7 Days 7 Days 7 Days 67 DAYS $ 6517

12. BUT………..

13. Headset changes must occur ……………... • Hiring process will happen at internet speed • Customized offers will be standard in hottest talent market • Retention needs to be day-to-day concern of managers • Rehiring of former employees and retirees will be standard practice

14. Recommendations: • Transfer enterprise organizational power to the workers. Traditional management strategies and tactics will not work. • Share surplus value (profit) and ownership of the enterprise equitably with the people who are doing the work of the enterprise. • Support and enhance the interdependency that is necessary with external groups, businesses, and individuals to accomplish objectives. • Shift from a “division of labor” model to a “individualization of labor” model of the relationship between business objectives and how work is accomplished. • Become “participant-centric.” Work is a social activity and group results will be defined by the participants. Participants include those who influence workers (family, church, community, government, etc.).

15. Solution 1: HIRE LEARNERS • Companies that hire people who can learn, and provide the learning environment necessary will prosper. The twenty-first century will offer fewer workers –period. The competition for intellectual labor will move into a crisis mode. Many companies will fail because they can not find enough people to do the work. • Companies must either be learning social organizations or go out of business. Yesterday’s knowledge and human capacity will not be competitive for tomorrow’s business.

16. Solution 2: ENGAGE CURRENT WORKERS • Make retaining your employees your most important strategy. Without it all of your other strategies will fail. • One estimate is that the cost of attrition at Wal-Mart alone will exceed $1.5B annually

17. Solution 3: • Improve Processes: • Acquire and leverage automated process management (TRM, ATS…) capability. • Reengineer recruiting and hiring practices.

18. Solution 5: Hire the Best Recruiters: Only the best can wear all of the necessary hats!

19. Your Panel Considered a very broad picture of creating and utilizing sourcing strategies and tools in today’s Candidate- Centric labor market.

20. Candidate Panel -- panel discussions •  How has the sophistication of the skilled worker changed? • They understand the market and their value • Life balance is more important and can fully prevent being recruited • The idea of “career” has changed in scope and relevance.  • How are companies adapting to the global labor demographics? At all levels? • Aging workforce • Global workforce • Multi-generational workforce • Multi-cultural workforce  • How should a company compete for the best people? • It may only make sense in 10% of the hiring needs. • It means that each candidate is an individual; and unique effort requiring a unique value proposition is required. • “Individual Accommodation” is going to become the key. • Value centrism will become critical (humanitarian, green, etc.). • 95% of the effort, however, is having “environmental draw” – a culture and work environment highly desirable to the desired candidate(s). Examples: Google, Lincoln Financial, etc.. • Internal evidence is measured by employee satisfaction. • External evidence is viewed as “employment brand.” • Candidates are likely to be aware of both internal and external views of the organization. • The emerging workforce (post-millennial?) • Connected – globally connected (text, email, facebook, UTube, ITunes, ……) • High reward expectations • Global perspective; but local emotional comfort frame of reference • Hard working; short term focus; demand immediacy; independent; entrepreneurial • Ethics and social responsibility… • Regional and situational constraints are generationally persistent. • There are few universal rules; but rules / values are believed to be universal. • Relativism is intellectually acceptable, but not emotionally. • Much of candidate centrism is a return to basic good recruiting and hiring practices: • research, relationships, value, and selling. • It is complicated today, however, by great openness, connectivity, and a” humans as assets” mentality.

21. Each panel member will address one particular question that they have found interesting. Following their comments, other panel members may offer short thoughts; and then you, the audience, may add thoughts on the question. Each panel member will take their turn, and then we will turn to the questions you have written down.

22. Elaine: In the Retail/Hospitality/Product based companies with something to sell you have to start from the assumption that a candidate/applicant is a customer and that how you treat them when they want to work for your organization will reflect back in their spending patterns and impact your business bottom line -time to wake up and think like a business. How do you make sure that all of your candidates are great customers?

23. Todd: How do you balance positive candidate management with your primary obligation as advocate for and advisor to your line manager? With candidate centricity, do we risk shifting the power dynamic from the client (our hiring manager) to the candidates especially the much ballyhooed "passive" candidate?

24. Connie: If companies are SERIOUSLY interested in identifying and hiring the BEST possible talent, how are they bridging the gap to identify the 50%+, white-collar, US workforce, not identifiable via the internet? Especially QUALIFIED candidates?

25. Marc: How do we maintain productivity and still create value for our customers despite working with a lean organization and low volume?  In the current state, how do we prove to leadership that the role of Sourcing & Recruiting is a critical value to the organizations overall success?

26. Submitted Questions:

27. Questions? And Comments !

28. Thank You