Cisco Systems wanted to answer big questions such as, where do we open our next office, what are our biggest skills gaps as a company, what should our workforce look like in the future, and what can we do about this? That’s why Cisco built its internal “Talent Trends” division from the ground up -- to bring talent intelligence to the fingertips of recruiters and hiring managers. In this breakout session, we'll walk through how Cisco built their Talent Trends team, some major workforce planning questions and decisions they've tackled, how they created a self-service tool to inform day-to-day hiring decisions, and how anyone can start doing talent analytics for workforce planning tomorrow. Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Get a seat at the workforce planning table using analytics | Talent Connect Anaheim
1.
2. Ian Bailie
Global Head, Talent Acquisition Operations
Cisco Systems
@ianbailie
Get a Seat at the Workforce Planning
Table Using Analytics
3. Who We Are
Global leader in Switching, Routing, Data Center,
Collaboration, Wireless and Security solutions
$47B annual revenue | 72K global employees
Company
Ops Team
Hiring
Global Team: Analysts | Project Managers | Sourcing Specialists
12 to 15K fills per year | 200+ recruiters in 30+ countries
4. Why We Invested in Talent Analytics
Source: LinkedIn Talent Solutions Survey, (2014).
77%
of recruiters say they’re more
efficient when they have data to
understand the talent market
75%
of recruiters don’t use talent pool
insights during kick off meetings
with hiring managers
71%
of recruiters would use talent
analytics if it were easily available,
sharable, and understandable
Don’t
use data
Would use it
if they had it
Recruit better with
talent pool data
5. Our Talent Analytics Journey
Level 1: Operational Reporting
Reactive, Operational Reporting of Efficiency and Compliance Measures,
Focus on Data Accuracy, Consistency, and Timeliness
Level 2: Advanced Reporting
Proactive, Operational Reporting for Benchmarking and Decision-Making,
Multidimensional Analysis and Dashboards
Level 3: Advanced Analytics
Statistical Modelling and Root-Cause Analysis to Solve Business Problems,
Proactively Identify Issues and Recommend Actionable Solutions
Level 4: Predictive Analytics
Development of Predictive Models, Scenario Planning,
Risk Analysis and Mitigation, Integration with Strategic Planning
Source: Bersin By Deloitte 2013
Created global team
Drive accountability
through regular reviews
Deeper analysis and
recommendations
Link to quality of hire and
workforce planning
6. How Talent Analytics Has Helped Cisco
Determining
office location and
talent strategy
Enabling recruiters
to become
strategic advisors
Designing
workforce
plans
8. Step 1:
Build a team that combines recruiting skills, analytics and coding
Build a Team
ProgrammerSourcer Data Analyst
9. Step 2:
Use Boolean search strings to identify names or size of talent pool
Get the Data
10. Step 3:
Example 1: Influence talent site strategy using external talent maps
Influence Strategic Decisions
EXAMPLE ONLY, Data values have been removed
11. Step 3:
Example 2: Build workforce plan by identifying internal skills gaps
Influence Strategic Decisions
EXAMPLE ONLY, Data values have been removed
12. Get your seat at
the workforce
planning table
Ian Bailie
Global Head,
Talent Acquisition Operations
Cisco Systems
@ianbailie
Developing strong relationships with hiring managers is the top driver of talent acquisition performance. Our research shows that this is the top driver of TA performance and four times more influential than the other performance drivers. While such relationships might seem commonplace, they do not always exist among recruiting teams today. The impact of effective relationships with hiring managers is seen not only by smarter hiring decisions and increased productivity but also through the greater perception and value of talent acquisition as a whole in the organization.
Candidate pool development is the second most influential talent acquisition performance driver. Two times more influential than the remaining performance drivers, the development of robust candidate pools should be top of mind for recruiters, as they are tasked with providing “just-in-time” candidates, as well as talent solutions for the future. With the influx of talent communities and the myriad other candidate networks, recruiters should focus on continually building diverse pools of talent. The key to maximizing candidate pools is quality over quantity. Good recruiters know not only where to find the talent they seek but also understand how to engage and, finally, how to nurture and sustain communications with prospective targets over time.
In today’s competitive market space, talent trends, insight, intelligence and analytics are needed more than ever.
The limited talent supply vs. the consistently increasing demand for highly sought after skills are forcing companies to re-think the way they approach the recruiting process and deliver TA/ HR services. Talent analytics are here to stay!
- Informed strategic decisions on site location, workforce planning and future skill requirements
-Enabled Recruiters to build credibility, advise and consult Hiring Managers on Talent Pools and trends
- Used advanced analytics and visuals to influence hiring strategy and manage expectations
If you are planning a journey, you need a map.
Cisco is a large company that handles thousands of hires per year globally. A large portion of our requisitions involves complex & highly skilled roles. In order to enable intelligent staffing decision, today’s business leaders need answers to pressing questions on global talent pools, talent trends, competitor intelligence, and the overall demand/competition for tomorrow’s hiring needs. Clients demand data driven talent analytics to gather insight & intelligence across a broad spectrum of markets, technology verticals, and functions in order to make informed hiring decisions and create intelligent people planning strategies. At Cisco we are changing the way staffing strategies are delivered for tomorrow’s talent needs.
Today’s recruiters: have greater access to platforms, data warehouses, sites, tools and technology (social sites, business networks, visibility sites), but are now overloaded with a wealth of data and thousands of sites - it is hard to choose the right ones that will provide the best visibility. Even with access to the data right in front of them, it is challenging to run the analytics, tell the story, and have a meaningful strategy conversation with a hiring manager. Recruiters therefore don't understand how the data affects them. There remains a gap between understanding the data / telling the story and developing a strategic recruitment model. There needs to be a shift from a savvy recruiter to a trusted talent advisory consultant.
Tomorrow’s recruiters: are able to set expectations, are trusted talent advisory consultants, strategic talent advisors, consultative, data savvy and are capable of “telling the story” on current market conditions & availability, location & volume of talent pools, competitor and competitive insight and intelligence data as well as what the market demand is for talent in the technology verticals. Tomorrow’s recruiter is preparing and planning for future talent needs, knows the competitive market space and what it will take to acquire highly sought after talent, and can advise the client as well as execute the strategy.
Talk about Buy-In and how to get support for Talent Analytics. Redistributed funding from existing budget and headcount
Our TT team has SME recruiters with expert staffing , executive level engagement (client facing) , consulting / advisory and strategy background in external and internal talent pools . Plus this team had strong BI / analytics, platform development and coding background (we got strategic with this team we built. we realized the talent level, skills and designed a division around their expertise and core skill sets to develop our TT team )
Our TT team has SME recruiters with expert staffing , executive level engagement (client facing) , consulting / advisory and strategy background in external and internal talent pools . Plus this team had strong BI / analytics, platform development and coding background (we got strategic with this team we built. we realized the talent level, skills and designed a division around their expertise and core skill sets to develop our TT team )
Our TT team has SME recruiters with expert staffing , executive level engagement (client facing) , consulting / advisory and strategy background in external and internal talent pools . Plus this team had strong BI / analytics, platform development and coding background (we got strategic with this team we built. we realized the talent level, skills and designed a division around their expertise and core skill sets to develop our TT team )
Our TT team has SME recruiters with expert staffing , executive level engagement (client facing) , consulting / advisory and strategy background in external and internal talent pools . Plus this team had strong BI / analytics, platform development and coding background (we got strategic with this team we built. we realized the talent level, skills and designed a division around their expertise and core skill sets to develop our TT team )