In-House Recruiting: Best Practices Redefining Talent Acquisition

182 Pages·2015·2.04 MB·English

2016
In-House Recruiting: Best Practices
Redefining Talent Acquisition
25 Case Studies
Culture makes
the difference
Headquartered in Toronto, Caldwell Partners is a With offices across the United States and Canada,
different kind of executive search firm. With a culture and partners in Europe and Asia, our size – by design
of transparency and sharing, our firm allows Partners – gives us the resources and market presence of an
to serve their clients first and foremost. Having international firm, yet keeps our Partners completely
Partners as major owners tangibly demonstrates this freed from the shackles of overly restrictive off-limits.
heightened involvement and commitment: to the Simply put, we’re big enough to matter, yet small
firm, to the shareholders and to each other. enough to care, in every respect.
www.caldwellpartners.com
TABLE OF CONTENTS
About Hunt Scanlon Media . . . . . . . . . . . . . . . . . . . 4 Section 3 – S urvey Methodology and Results . . . 146
Index of Sponsors . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Section 4 – I ndustry Viewpoints . . . . . . . . . . . . . . 155
Index of Advertisers . . . . . . . . . . . . . . . . . . . . . . . . . 6
The Emergence of In-House Recruiting
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Jason Hanold, Managing Partner
Section 1 – Executive Summary . . . . . . . . . . . . . . 11 Hanold Associates . . . . . . . . . . . . . . . . . . . . . . 156
Section 2 – C orporate In-House Case Studies . . . 21
What Talent Means to Your Organization
• Gartner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Jay Rosenzweig, Founding Partner
• Cognizant . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Rosenzweig & Company . . . . . . . . . . . . . . . . . 161
• Microsoft . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
The Listening Paradox
• Philips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 John Burdett, Leadership Advisor
• Asurion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 TRANSEARCH International . . . . . . . . . . . . . . . 165
• The Coca-Cola Company . . . . . . . . . . . . . . .46
Why Search Firms Matter
• PepsiCo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Jim Bethmann, Managing Partner
• Nike . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Caldwell Partners . . . . . . . . . . . . . . . . . . . . . . . 169
• Sally Beauty Holdings . . . . . . . . . . . . . . . . . . 61
Age Old Leadership Paradox
• Fossil Group . . . . . . . . . . . . . . . . . . . . . . . . . 66
Desperately Seeks Update
• Walmart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Dale E . Jones, President & CEO
• DFS Group . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Diversified Search . . . . . . . . . . . . . . . . . . . . . . 173
• Scotts Miracle-Gro . . . . . . . . . . . . . . . . . . . . . 79
Where Game Changing, Legacy and
• Arthur J . Gallagher & Co . . . . . . . . . . . . . . . . . 85 ROI Meet
• Pitney Bowes . . . . . . . . . . . . . . . . . . . . . . . . . 90 Denise DeMan, CEO
• Unidine Corporation . . . . . . . . . . . . . . . . . . . 96 Bench International . . . . . . . . . . . . . . . . . . . . . 176
• Express Scripts . . . . . . . . . . . . . . . . . . . . . . 101
State of Recruiting: Healthcare IT
• University of Colorado Health . . . . . . . . . . . 106 Chris Wierz, Principal and
• Cardinal Health . . . . . . . . . . . . . . . . . . . . . . 112 James Utterback, Principal
Witt/Kieffer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
• Cleveland Clinic . . . . . . . . . . . . . . . . . . . . . . 117
• The Rehabilitation Institute of Chicago . . . . 122
• Standard Chartered . . . . . . . . . . . . . . . . . . . 127
• Deutsche Bank . . . . . . . . . . . . . . . . . . . . . . 132
• Time Warner . . . . . . . . . . . . . . . . . . . . . . . . . 136
• CBS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
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www.transearch.com
Unique
A unique perspective regarding culture,
performance, leadership, and team "fit".
TRANSEARCH US Offices
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ABOUT HUNT SCANLON MEDIA
Hunt Scanlon Media is the most widely referenced, interfaces daily with more than 60,000 human capital
single source for information in the human capital professionals in over 30 countries — from CHROs,
sector . Our mission is to inform, engage, and chief talent officers, talent acquisition specialists,
connect you — the most avid members of the talent company directors, and top decision-makers in
management community — with daily news and finance, IT, sales, and marketing, to the more than
expert commentary . We have assembled a team of 15,000 global executive search consultants who
trusted, experienced reporters and editors to track service them .
who is making news and what’s driving the market
Contact Information:
around the clock . And we have one of the best
Scott A . Scanlon
management teams in the field .
Editor-in-Chief
Hunt Scanlon Media has been defining and informing
[phone]
the senior talent management sector for over 25
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years . Our global staffing intelligence data comes
in many forms: daily newswires, annual leadership Stephen Sawicki
and state of the industry reports, market intelligence Managing Editor
sector briefings, and our flagship newsletter [phone]
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briefings, interviews, industry trends reports and
Chase Barbe
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Director, Media & Digital Content
unique insight and market intelligence as we track
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global talent management developments . Since
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our inception, talent management professionals
worldwide have turned to Hunt Scanlon Media —
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making us the most widely referenced, single source
President
for information in the human capital sector .
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Hunt Scanlon Media’s global news network is the chris@huntscanlon .com
most comprehensive in the talent management field,
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and all of our lead stories, rankings tables, news
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latest thinking in a sector that is highly evolving and in
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Copyright 2015 Hunt Scanlon Media LLC . All Rights Reserved .
4
INDEX OF SPONSORS
Hanold Associates . . . . . . . . . . . . . . . . . . . . . . . . 156
Rosenzweig & Company . . . . . . . . . . . . . . . . . . . 161
TRANSEARCH International . . . . . . . . . . . . . . . . 165
Caldwell Partners . . . . . . . . . . . . . . . . . . . . . . . . . 169
Diversified Search . . . . . . . . . . . . . . . . . . . . . . . . 173
Bench International . . . . . . . . . . . . . . . . . . . . . . . 176
Witt/Kieffer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178 Discover Your
Next Generation of
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vital to the success of your business.
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5
INDEX OF ADVERTISERS
Caldwell Partners . . . . . . . . . . . . . . . . . . . . . . . . . . .1
TRANSEARCH International . . . . . . . . . . . . . . . . . . 3
Jobplex/DHR International . . . . . . . . . . . . . . . . . . . .5
J . Gregory Coleman Group . . . . . . . . . . . . . . . . . . 6
Rosenzweig & Company . . . . . . . . . . . . . . . . . . . . .7 0'12'%3''+%%
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6

INTRODUCTION
In-House Recruiting In-house recruiting is widely seen as the biggest
competitive threat to ever hit the executive recruiting
sector . Search assignments are being chipped
away as talent acquisition professionals bypass
traditional methods of recruiting in favor of searching
virtual networks and using their own connections
to identify and lure new generations of qualified
workers . At the root of it all are social media platforms
– their emergence has been nothing short of
transformational for the executive search business .
Advances in social media technologies are
reshaping and realigning the independent
relationships between hiring buyers and recruiting
sellers . Long-established partnerships are being up-
ended . That is leaving many on both sides to ponder
what a future might look like without the traditional
co-dependent kinship that has existed for decades .
What’s not been answered is whether the cost
saved in hiring talent directly by corporate in-house
recruiting teams is actually a cost incurred in not
hiring the best talent by way of search specialists out
in the field .
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The Move ‘Inward’ By Companies growing evidence that a broken recruiting system
has been in place favoring the ‘actively-employed,
Some industry experts believe that the move ‘inward’
actively-seeking’ professional over others who might
by companies could significantly shrink the search
be just as qualified, but remain unemployed. In time,
industry, leaving only major recruiting firms that have
these top-flight professionals become untouchable.
proficiency in hunting for global talent and a cadre
Their loss is our universal loss and its impact on
of boutique specialists who typically handle unique
competitiveness has been keen.
and difficult assignments. Others say the industry
will continue to expand and the pressure from in- Jeremy King, president of Benchmark Executive
house recruiting will lead to a more full-service talent Search, calls this old system “an inefficient ‘one-sided
business. That scenario seems to be what’s at work model,’” that doesn’t represent the talent; rather, it has
today. But make no mistake, changes are coming come to treat that talent like any other commodity that
fast and furious, the challenge is upon us, and the is bought and sold in the marketplace. He believes
that as social media moves to engage everyone, no
implications for the recruiting industry are vast.
one in the future will be left behind. The past was all
In our view, recruiting industry leaders might consider
about networking, he says, “but the future is all about
two simple steps: co-developing opportunities with
building deeper relationships.” Those relationships
social media companies and integrating social media
between recruiter and candidate, he says, are setting
technologies into their business platforms. Executive
the new foundation from which a revitalized search
search consultants maintain years of long-term
industry will rise.
client relationships, in-depth functional and industry
The executive search sector is in a consolidation
expertise and global networks of connections. That’s
phase. Every recruiting chief executive worth his or
their strength. Finding a way to redesign and combine
her salt – starting at the top with CEO Gary Burnison
service offerings from both the traditional and virtual
at Korn Ferry on down – is spending at least part of
fields could create a more comprehensive and
their day rethinking business models. Transactional
powerful platform from which to identify, assess, track,
thinking is out, consultative thinking is in. Client
coach, recruit and onboard talent for companies.
expectations and candidate aspirations are front
A Big Bet On the Future and center. These CEOs know that clients are now
Korn Ferry, the search industry’s leader, is embarking extremely selective when choosing the search firm
on just this mission: recently, the world’s largest with whom they want to conduct their business.
recruiter acquired Hay Group, a global leader in These clients – many, in fact, found in the pages
people strategy and organizational performance. It is, of this report – now look for clear value in terms
of course, a more holistic, peer-to-peer and fully of deliverables. And what is driving their choice of
search firm is industry knowledge, specialization, and
integrated approach to talent management. But it
a willingness to work one-on-one. It is a relationship
is also a big bet on the future direction of the talent,
that is being redefined every day.
recruiting and leadership solutions field.
The Value of Relationships
One positive outcome from all the turmoil that is rarely
discussed: the value and stature of job candidates This is all leading the recruiting sector far beyond its
is rising. Over the last generation, there has been roots. Karen D. O’Boyle, newly-named president and
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