Building and Maintaining an Internal Talent Pool Thursday, October 16, 2008

1. Building and Maintaining an Internal Talent Pool Thursday, October 16, 2008 Dave Tighe, Vice President, OriginHR

2. Organizational Background • OriginHR is a division of Sapphire Technologies (formerly CNC Global Limited), Canada’s leading provider of IT staffing solutions for 30 years • In 2006 Sapphire Technologies was acquired by the Vedior Group of Companies, the third largest staffing organization in the world • OriginHR’s business segment includes HR Consulting, Communications and Recruitment Process Augmentation

3. Prepare Employer Branding Recruitment Planning Process Audits Process Consulting Media Planning Online Services Website Development Recruitment Training ATS Consulting Market Research Select Resume Screening In-Person Interviews Telephone Interviews Applicant Testing Reference Checking Interview Facilitation Offer Negotiation Source Recruitment Advertising Job Board Strategies Database Mining Direct Recruitment Career Fairs Open Houses Campus Recruiting Diversity Recruiting Vendor Evaluation Web-based Solutions Retain On Boarding Employee Communications Focus Groups Engagement Surveys Referral Programs Our Services

4. The Labour Shortage Reality • Within the next 5 to 10 years, an alarming number of Baby Boomers are set to retire from both the private and public sectors. • At the same time, there will be fewer graduates with the right critical skill sets entering the marketplace. • These converging events will result in an unprecedented talent shortage and skills gap. Deloitte Research – It’s 2008: Do You Know Where Your Talent Is? • 62% of Canadian private companies polled say the shortage of skilled workers in Canada is slowing the growth of their business PricewaterhouseCoopers, December 2007

5. The Labour Shortage: Implications • The labour market is ‘candidate-driven’ • The competition for top candidates is across all industries and regions. • Employers must look outside their typical candidate pools, regionally and internationally. • Employers need to adopt a strategic approach in order to ensure access to qualified talent now and in the future. • Key component = Building and Maintaining an Internal Talent Pool

6. Agenda • Preparing to Build a Pool of Qualified Talent • What talent is required? (now and in the future) • Does it exist? • Where can it be found? • Sourcing Talent to Fill Your Pool • How is it accessed (reach)? • What will attract it (pull)? • Maintaining and Optimizing your Talent Pool

7. Prepare - What talent is required? (now and in the future) • Are you a ‘Job-Oriented’ or ‘Talent-Oriented’ Organization? • A job-oriented organization will continually seek to hire and retain people with precisely the right skills that are required to succeed in a specific position (e.g. Java Programmer). • Atalent-oriented organization will continually seek to hire and retain people with unique talents, which could be used in a variety of positions (e.g. a talent could be leadership, exceptional logic skills, creative problem solving abilities, etc). …….In reality - it’s both

8. Prepare - What talent is required? (now and in the future) • Conduct a current workforce analysis (where you are now) • Critical core competencies (skills and unique talents), demographic profile, etc. • Define evolving needs that will impact recruitment (where you need to go) • consider pending projects, corporate initiatives, goals and objectives, infrastructure and technology changes, etc • factor retirements, attrition • anticipate skill-set , talent shortages • Identify your target markets by segment (who do you need to get you there) • by profession (role, experience, industry, skill set) • by unique talent (leadership, creativity, business acumen, etc) • by generation (X, Y, Boomers, etc.) • by gender • by community (Disabled, cultural, etc.) • Targeting a diversity of market segments broadens your talent pool and increases your Employee Brand Profile

9. Prepare – Will the market support our defined recruitment plan? Quantitative Research • Job boards & Niche Sites, Search Engines,Data Grabber Tools – Infojist, eGrabber, TalentHook • Social Networks: LinkedIn, FaceBook, MySpace, Affinity Circle • Classified Sites: Craigslist, Kijiji, Ooodles • Professional Associations and User Groups • Candidate traffic” reports by business sector from North American Job Sites • Government reports: Municipal, Provincial, Board of Trade statistical Qualitative Research • Surveys • Focus Groups • Interviews • Validates your plan

10. Source - How to ACCESS & ATTRACT talent? ACCESS (Reach) • Traditional Media – print, radio, bill board • Event Based – Career Fairs, Open Houses, Campus • On-Line – Web site, ads, on-line tools, social networking • Direct recruitment – targeted, referral • Vendor Partners – staffing firms • Diversity of sources works best ATTRACT (Pull) • Employer Brand Equity • Employer brand = promise you make to candidates about what the employment experience will be like • Equity = perceived value of brand by target audience • Targeted and consistent messaging based on EVP and consistent with each unique target market • ‘High-Touch’ and efficient processes

11. Targeted Recruitment • Understand what differentiates each target audience, and adapt sub messages to them • Quantitative Research & Qualitative Research (Speak to Them) • Support your communication efforts to each target with the appropriate vehicles • i.e. web, print, outdoor, social networking, etc. • Understand what policies, procedures and/or infrastructure will be required to support each target • Religious and cultural considerations • Facilities and tools for disabled • Be prepared to deliver on these promises!

12. Examples Targeted Messaging Diversity

13. Targeted MessagingGenerational

14. Social Networking • Social media is the use of electronic and Internet tools for the purpose of sharing and discussing information and experiences with other human beings. (from wikipedia) • A social network service focuses on building on-line communities of people who share interests and activities, or who are interested in exploring the interests and activities of others. Most social network services are web-based and provide a variety of ways for users to interact, such as e-mail and instant services. (from wikipedia)

15. Maintaining and Optimizing your Talent Pool • Begins by creating a positive candidate experience from first contact • high-touch/high-integrity recruitment process • Everyone should want to work for you • Invest in technology to capture candidate information • ATS (Applicant Tracking System) • Web Site • Social Network Sites (LinkedIn) & Talent Communities • Survey candidates who have gone through the recruitment process (hired and not hired) to solicit their feedback • Leverage your candidate pools to maintain contact with applicants • Define your ‘A’ list (candidates you wanted to hire but missed out on, candidates you liked but did not hire for one reason or another) • Send quarterly update e-mails, regular newsletters, targeted communications that promote your employee brand, your company or add value from a market intelligence perspective • Consider transferrable skills/suitability for other roles (remember…’talent-oriented’ concept)

16. Maintaining and Optimizing your Talent Pool • Re-process and re-assess candidates on a regular basis • ‘mine’ your database regularly • Don’t forget your existing talent base • Get your top talent involved (business & recruitment cycle input) • Regularly solicit their feedback and monitor employee engagement level • Formal Referral Program • Leverage social network or set up internal social network to facilitate all managers being aware of talent staff available for promotion -= retention • Progressive Talent Retention Strategies i.e. Retirement Re-engagement program

17. Summary • Building a Talent Pool is a strategic process not a series of events • Creating and maintaining positive Employment Brand Equity is critical • Targeting a diversity of market segments broadens your talent pool and increases your Employee Brand Profile • Tailored messaging to specific target market segments is important • Utilizing a variety of sourcing methods/vehicles expands your ‘reach’ • Keeping your Internal Talent Pool Fresh optimizes its value

18. David TigheVice President, OriginHR Canada(416) 962-8133 x2335dtighe@originhr.ca