Planning your recruitment strategy for the next five years

Report
PLANNING YOUR RECRUITMENT
STRATEGY FOR THE NEXT FIVE
YEARS
Prepared by: Jason Bartusch
Field Solutions Architect
CareerBuilder.com
Date: October 21 st, 2014
© 2014© CareerBuilder
2014 CareerBuilder
YOUR FACILITATOR
4+ years
with CB
Sales
Sales
Leader
Product
Leader
►
2◄
Solution
Architect
AGENDA/GOALS FOR CONVERSATION
• What is workforce planning?
• Why is it important today?
• Economic impact on talent acquisition.
• Examples of how clients are engaging in workforce
planning projects:
•
Feasibility study.
•
Site selection.
WHAT IS WORKFORCE PLANNING?
Determine the future
need for people.
Execute plan,
measure success,
make changes based
on results.
Determine gaps and
recommend
appropriate
strategies.
Analyze current
talent pools.
How frequently
does this happen?
Assess the available
labor market
information.
WHY IS THIS IMPORTANT NOW?
Temp Penetration Rate: 2.10%
Job Loss/Gain:
+ 248,000 Jobs
Unemployment Rate: 5.9%
0.2%
Year 2008
2009
2010
2011
2012
Aug
Dec
2013
April
Aug
Dec
April
Apr
Aug
Dec
Apr
Aug
Dec
Apr
Aug
Dec
Apr
Aug
Dec
Apr
Aug
I
Month
2.20%
2.10%
2.00%
1.90%
1.80%
1.70%
1.60%
1.50%
1.40%
1.30%
1.20%
0.01%
2014
Number of people employed as a temporary employee
divided by total non farm payroll employment
Temp Employment
Temporary help services 19,700 added jobs.
Why is the Temp Penetration Rate Important?
“Temporary Help Employment is a Leading Indicator for
Nonfarm Employment—Staffing job trends lead
nonfarm employment by three months when the
economy is emerging from a recession and by six
months during periods of normal economic growth.”
American Staffing Association
Sources: Bureau of Labor Statistics,
American Staffing Association
Job Gains
Professional &
Business Services
Retail Trade
Leisure & Hospitality
Construction
Government
Financial Activities
Manufacturing
Education & Health
Services
- Education
- Healthcare
- Social Assistance
Change from Previous
Month
81,000
35,300
33,000
16,000
12,000
12,000
4,000
32,000
8,900
22,600
100
Unemployment Rate: Bachelor’s Degree or higher
May
3.2%
June
3.3%
July
3.1%
Aug
3.2%
Sept
2.9%
Nonfarm Payroll –
Job Growth Details
Jobs
Added/Lost
Private Sector
Government Sector
Total
236,000
12,000
248,000
UNEMPLOYMENT RATE PROJECTIONS
SURVEY OF ECONOMISTS (WALL STREET JOURNAL)
Remember the days of
5% Unemployment?
6 |
THE INTERESTING CORRELATION
How does this impact
your client’s strategy?
Hope & MC
7 |
CASE STUDY REVIEWS
WORKFORCE PLANNING INSIGHTS PROJECTS
COMPLETED BY CAREERBUILDER & EMSI
© 2014 CareerBuilder
FEASIBILITY STUDY
• Employer: Large Cable and Digital Services Provider.
• Growing service channels to keep pace with business growth.
• Key positions/Skill-sets necessary to support growth: (2,624 FTEs)
•
Technical Support: 1,291
•
Customer Retention & Inbound Sales: 779
•
Account Maintenance and Services: 435
•
Collections: 119
• Based on internal bandwidth, the organization chose to outsource
the staffing growth to an external partner.
•
Initial marketing costs exceeded $100,000 a month.
•
After three months of lackluster performance, the organization chose to
create a “feasibility study” to determine whether or not their growth plans
were possible based on internal business metrics and external labor
market information.
Determine the future
need for people.
Execute plan,
measure success,
make changes based
on results.
Determine gaps and
recommend
appropriate
strategies.
Analyze current
talent pools.
Assess the available
labor market
information.
FEASIBILITY METRICS/FACTORS
• Total supply of available talent. (Emsi)
• Active supply of available talent. (CB)
• Demand for talent based on competitive analysis. (thirdparty)
• 5-year employment growth projections for each skill-set.
(Emsi)
• Median hourly earnings for each skill-set. (Emsi & CB)
• Total applications received for each skill-set. (CB)
• Total supply compared to total market population. (Emsi)
• Applications per job for each skill-set. (CB)
• Measure of recent active supply or “freshness”. (CB)
• Current employment tenure for each skill-set. (CB)
FINDINGS BASED ON RESEARCH
Technical Support Position(s)
• NOT FEASIBLE AS IS – Why?
•
Client comp was at or below 10 th percentile in four out of the five markets
scored.
•
Las Vegas market which was not chosen by the employer ranks the third
highest based on supply of key skill-sets among the seven markets
measured.
•
Average tenure is low, at 13.1 months.
Account Services Position(s)
FEASIBLE AS IS – Why?
• Client comp is at or near survey median in both chosen markets.
• Wichita has two times supply to demand ratio of 59:1 application to
posting ratio.
MARKET FINDINGS/FEASIBILITY
Customer Retention & Inbound Sales Position(s)
• NOT FEASIBLE AS IS. Why?
•
Client comp is at or near Emsi median for all markets.
•
Two to four job advertisements for every available job seeker.
•
Job posting volume has grown ~200% since February in all available
markets.
•
Oklahoma possessed 52% of client’s planned hires.
Collections
• FEASIBLE AS IS. Why?
•
Client comp is at or above median in both markets.
•
Employment growth in both scheduled markets are the largest of those
analyzed.
MARKET ILLUSTRATIONS
MARKET ILLUSTRATIONS
RECOMMENDATION MADE TO EMPLOYER
• Take market recommendations and manage the recruitment
strategies for the five markets specified.
• Take the remaining markets and outsource those to the vendor or
your choice.
•
Projected price for services provided: ~$20,000
•
Previous price for advertising services provided: ~$100,000+
Determine the future
need for people.
Execute plan,
measure success,
make changes based
on results.
Determine gaps and
recommend
appropriate
strategies.
Analyze current
talent pools.
Assess the available
labor market
information.
PLANNED SITE SELECTION
• Employer: Large Engineering Company.
• Company is looking to grow six different Research &
Development verticals within it’s US operations.
• Original question posed to the group:
•
Based on the positions needed to expand R&D, what markets in
the US possess more of these skill-sets?
Determine the future
need for people.
Execute plan,
measure success,
make changes based
on results.
Determine gaps and
recommend
appropriate
strategies.
Analyze current
talent pools.
Assess the available
labor market
information.
SELECTION PROCESS
• Define functional roles necessary for R&D expansion efforts.
•
Software Engineers (combination of 7 occupations)
•
Hardware Engineers (combination of 6 occupations)
•
Materials Engineers (combination of 6 occupations)
• Map top 20 largest markets based on the following factors:
•
Total talent available based on occupations listed above.
•
Five-year projected change in employment for necessary occupations.
•
Demand measured by unique job advertisements for necessary
occupations.
•
Median wage for necessary occupations.
• Other data-points provided in final deliverable
•
Top-ten educational institutions awarding bachelors, masters, and
doctoral degrees in fields related to necessary occupations.
•
Top-ten employers this type of talent nation-wide.
MARKET ILLUSTRATION
QUESTIONS ANSWERED/TAKEAWAYS
• Top twenty US markets for necessary talent.
•
What markets possess more of these people?
• Median wage for necessary talent.
•
What are these individuals currently making per location?
•
If where going to be competitive, what should we consider paying these
individuals?
• Top-ten employers looking for the same individuals.
•
Who are we competing against for this type of talent?
•
How does our opportunity compare?
• Five-year projection of available talent per market.
•
What will the talent look like by the time our operation is off the ground?
•
Is the supply of talent growing or getting smaller in these markets?
• Top-ten institutions graduating with the skills needed.
•
Where should we begin to pipeline for the future of R&D?
•
What’s the total supply of new students entering the workforce look like?
Determine the future
need for people.
Execute plan,
measure success,
make changes based
on results.
Determine gaps and
recommend
appropriate
strategies.
Analyze current
talent pools.
Assess the available
labor market
information.
TAKEAWAYS
• The data is available to make strategic decisions
involving your workforce.
•
It’s no longer gut or instinct.
• Due to the changes in the economic situation
domestically, your results WILL change. As such, a
strategy or change is necessary to continue meeting the
demands of your business.
• Before you act, do your due diligence to ensure the
strategy you’re going to execute has the ability to
succeed.
•
What’s the risk to the business if the strategy doesn’t work?
END OF FORMAL PRESENTATION
Open up for questions and comments.
© 2014© CareerBuilder
2014 CareerBuilder

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