How To Get A Job At A Company

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Follow us: #LINKUS13

From order taking to

decision

influencing:

Transforming your

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Agenda

• What is a Talent Advisor?

• How do you Build Talent Advisor Skills?

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Presenters

Caitlin McLaughlin

Senior Vice President,

Director of Talent Acquisition,

PNC

Donna Weiss

Managing Director,

HR Practice,

CEB

Raul Valentin

Vice President Talent

Acquisition,

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Donna Weiss

Managing Director, HR Practice,

CEB

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Business leaders seek talent advice

Business Leaders Seeking Talent

Advice

Percentage of CEOs Who Want Talent

Insight from Talent Managers to Inform

Investment Decisions

“Recruiting Proactively Helps Shape

̶̶̶̶̶ Not Just Follow ̶̶̶̶̶ Business Strategy

for My Part of the Organization”

Senior Business Leaders

Source: PricewaterhouseCoopers, “15th Annual Global CEO Survey 2012,” accessed 25 May 2012, http://www.pwc.com/gx/en/ceo-survey/pdf/ 15th-global-pwc-ceo-survey.pdf.

Source: CEB, Global Recruiting Effectiveness Survey, 2012 .

Source: Realizing Recruiting Success in a Global Environment, CEB Recruiting.

67% Agree

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Recruiter profiles matter most

Relative Impact of Major Recruiting

Enablers on Quality of Hire

Percentage of Impact Explained

Source: Building Next Generation Recruiter Capabilities, CEB Recruiting.

■  Attitudes ■  Experiences ■  Skills Sets ■  Development ■  Performance Management ■  Workload ■  Budget ■  Spend ■  Structure ■  Technology

Recruiter Profiles Management

and Support

Infrastructure

44

35

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Move beyond process mastery to strategic influence

Relative Impact of Recruiter Capabilities

on Recruiter Performance

Percentage of Impact Explained

Process Expert Pipeline Manager Strategic Advisor

15%

33%

52%

Differentiating Talent Advisor Capabilities

The percentage of recruiters who currently qualify as Talent Advisors.

19%

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Talent advisor defined

•   Talent Advisors

are decision-influencers, not

order-takers.

◦

 

They earn the right to influence by informing staffing

decisions with acute knowledge of the organization and

deep expertise of external markets.

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Expertise earns the right to influence

Talent Advisor Defined

(ta-lant ad-vīzar) noun: Talent Advisors are decision-influencers, not order-takers.

They earn the right to influence by informing staffing decisions with acute knowledge

of the organization and deep expertise of external markets.

Hiring Manager Persuasion

Order takers

• Trust hiring

manager

assumptions

• Fill requisitions

effectively

• Drive for

satisfaction

Critical “demand side” capabilities Labor Market Expertise Lead Generation Firm-Wide Talent Strategy Knowledge Firm-Specific Business Acumen

Decision

influencers

• Challenge hiring

manager

assumptions

• Frame requisitions

strategically

• Drive for impact

Critical “supply side” capabilities

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Good (enough) on process, room to run on talent

advisor capabilities

Relative Impact on Recruiter

Performance

By Captured and Uncaptured

Benefit Based on Recruiter

Proficiency

Total Relative Impact

The total relative impact of moving recruiters from low to advanced

proficiency

Uncaptured Impact

Impact not captured by the average recruiter

Captured Impact

Impact already captured by the average recruiter

How to Read the Chart

Differentiating Talent Advisor Capabilities

Process Expert Pipeline Manager Strategic Advisor 15% 33% 13% 15% 16% 17% 48% 26% 26% 52% 2%

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What talent advisors do differently

Impact of Talent Advisor Capabilities on Recruiter Performance

20% 17% 16% 16% 15% 14% 14% 12% 12% 11% 10% 10% 9% 8% Strategic Advisor Capabilities Pipeline Manager Capabilities

Firm-Wide Talent Strategy Knowledge Hiring Manager Persuasion

Labor Market Expertise Lead Generation Firm-Specific Business Acumen Candidate Assessment/Selection Needs Definition/Job Intake Understanding Job Requirements Strategic Sourcing Candidate Conversion Web 2.0 Skills Client-Specific Business Acumen Candidate Interaction General Business Acumen

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A comparison of two approaches

Average Recruiter’s Approach to a Requisition

Talent Advisor’s Approach to a Requisition

Trusts the hiring manager’s assumptions Fills requisitions efficiently

Drives for satisfaction

Challenges hiring manager assumptions Frames requisitions strategically

Drives for impact

Needs Definition Asks standard questions about the position Needs Definition

Asks probing and clarifying questions to reframe problematic profile requirements Selection Provides hiring manager with as many candidates as necessary until she is satisfied Selection Challenges hiring manager to interview and hire non- traditional candidates for the position Sourcing Uses traditional sourcing channels he is familiar with Sourcing Identifies high- potential passive candidates and convinces them to apply Post-Hire Receives a good satisfaction score from the hiring manager

Post-Hire Reduces turnover in the position and earns her hiring manager’s confidence

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Follow us: #LINKUS13 May 9, 2013

Caitlin McLaughlin

Senior Vice President, Director of Talent

Acquisition,

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PNC Overview

Employees:

•   More than 57,000

Customers:

•   Approx. 6.3 million

retail customers

Locations:

• Approx. 2,900 branches in

19 states and the District of

Columbia

• Approx. 7,200 ATMs

Retail Banking Footprint •  approx 2,900 branches

•  7,200 ATMS

Asset Management offices are located primarily in the retail footprint

Residential Mortgage Banking covers retail banking footprint with additional offices across the U.S.

Corporate & Institutional Banking offices are located nationwide as well as in Toronto, Canada specializing in: •  Real Estate Finance

•  Asset-Based Lending •  Treasury Management

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Talent Acquisition Stats

Met or Exceeded all

Diversity and Military objectives in all LOB’s

Employee Engagement within

Talent Acquisition

4.10 out of 5 (2011)

4.39 out of 5 (2012)

Internal

Placement

Team

redeployed 441

displaced employees

Augment hiring

with RPO

provides on

demand support

for hiring needs

Total Applicants

680,704

Average Time to Fill

High Volume: 45 Days

(Operations, Call Center, Tellers)

Professional: 60 Days

(Managers, Specialists, Technologists)

Hires: 22,169

Internal: 9,035

(41%)

External: 13,134

(59%)

Total Interviews

62,454

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Our Talent Acquisition Model

Executive

Recruiting

Teams

CRC

Campus

PMO

Recruiting

Operations

& Admin

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Centralized Resource Center

Our CRC supports all recruiting teams throughout

several parts of our recruiting cycle.

Screening

• Filters candidates to identify only qualified candidates to

present to recruiters • Focus on candidate

experience • Drives our posting

strategy

Sourcing

• Acts as an “in house” search firm

• Centralized management of search firm activity • Drives passive

strategy for most niche positions

SWAT

• Team consists of full cycle and sourcing recruiters to support spikes in need • Manages our FLEX

Model • Internal Placement Recruiting • Monitors overall recruiter capacity

Pipeline Building

Passive Recruiting Strategy

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Follow us: #LINKUS13 May 9, 2013

Raul Valentin

Vice President Talent

Acquisition,

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Comcast Evolution

1986

Customer base doubled in size to 1.2 million subscribers

2009

Redefined our common purpose (Credo)

2011

Completed our transaction with GE to acquire majority interest in NBCUniversal

1994

Became the third largest cable operator with approximately 3.3 million subscribers

2008

Made significant investments in innovation with Cavalry and DOCSIS 3.0

1963

Founded in Tupelo, Mississippi by Ralph Roberts, with an initial 1,200 customers

1972

First public stock offering on NASDAQ Stock Symbols Today: NASDAQ: CMCSA, CMCSK

2010

Introduced XFINITY, our service and technology platform delivering high-quality TV, Internet, and voice

2009

Launch of the Comcast Customer Guarantee and an improved customer experience

2002

Acquired AT&T Broadband and became nation’s largest cable provider

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*Minority interest and/or non-controlling interest. * * XFINITY TV XFINITY Internet XFINITY Voice

Other Digital and Other

*

Cable Communications

65% of Total Revenue Cable Networks15%

Parks

1%

Broadcast

11% Film8%

* *

Note: LTM Pro Forma Revenue mix percentages are pre-corporate overhead and inter-company eliminations.

*

Uniquely Positioned in the Intersection between Media + Technology

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Comcast Talent Acquisi1on Vision and Mission

Comcast

Credo

“We will deliver a superior experience to our customers every day. Our products

will be the best and we will oﬀer the most customer-‐friendly and reliable service

in the market.”

Vision “To recruit the best talent to the intersecBon of media and technology”

Mission

Pillars

People

Process

Partnership

Proﬁtability

AEract, source and select

the best talent. Foster an

environment that delivers

professional development

and innovaBon within

Talent AcquisiBon

Provide a diﬀerenBated

experience that leads to

improved "customer"

and "candidate" loyalty,

establishing Comcast as

an employer of choice

Educate and

empower leaders in

recruitment

strategies which

results in their ability

to meet and exceed

business objecBves

Operate as a business

with a focus on ﬁscal

responsibility and

demonstraBng an

investment approach

to our acBons

Measures

•  RaBo of FTE vs. Contractor •  Quality of Hire

•  Training (Delivered vs. Planned) •  Improved Credo Scores

•  KPI’s

•  TAOS metrics •  Survey Scores

•  Survey Scores •  Diversity Hiring

•  Cost per hire •  Time to ﬁll •  RetenBon rates

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Function

Sales

CARE

Innovation &

_Technology

Cable HQ,

Corp

Functions

Division

Channel

Spotlight

Bus.

Services

DSR

Inbound

Retail

NCO

CAE

SLCOE

XHCO

NETO

Mobility Solutions

T&P

HR

Finance

Legal

Cable

Divisions

Candidate Care

& Process

Military &

Campus

Diversity

MarkeBng &

Branding

Systems &

Compliance

Strategic

Sourcing

ExecuBve

rp

ris

e–S

tan

dar

ds

, S

ME

, C

om

pl

ian

ce

, S

cal

ab

le

soluBons

Ch

an

ne

l L

ead

s

FuncBonal Leads

Program Mgt./BU Recruitment HQ Recruitment ExecuBon Field Recruitment _ExecuBon

Senior Director, Talent Acquisi1on (Cable HQ/Corporate)

Execu1ve Director, Military & Campus Channel

Director, Talent Acquisi1on (NE&TO)

Director, Recruitment Marke1ng & Branding

Director, Talent Opera1ons

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The importance of exposure and reflection

On-the-Job Learning: Importance of Combining Exposure and Reflection

Impact on Talent Advisor Proficiency (Indexed)

Low Exposure

to High-Impact On-the-Job Experiences

Two Key Questions: 1. What are the high-impact

on-the-job experiences recruiters need to become Talent Advisors?

2. How can we encourage

recruiters to reflect on their experiences to accelerate development? 100 120 131 High Exposure to High-Impact On-the-Job Experiences High Exposure to High-Impact On-the-Job Experiences + Reflection

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Reflection neglection

“What You Wanted to Learn

From Them Beforehand?”

Percentage of Recruiters

27% Agree or

strongly agree

45% Agree or

strongly agree

"How You Could Best Use What

You Learned Afterwards?”

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Continuing education through on-the-job experience

CEB Recruiting’s Categories of On-the-Job Learning Experiences for

Talent Advisor Capabilities

Access to Best Practice Scope Expansion Change and Adversity Challenging Relationships Persuading and Teaching Making Difficult Decisions Experiences that clearly demonstrate the right approach to a problem Experiences that increase the scope of recruiter responsibilities Situations that build flexibility to adapt to new situations Situations that develop widely-useful relationship building skills Experiences where preparation is needed to communicate ideas Experiences where the cost of making mistakes forces deliberate reflection

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In summary

Current Realities

Recruiting Implications

Desire for Talent Advice

Opportunity exists for all recruiters to better

impact business decisions

Recruiter Capabilities Matter

Ensure your teams are focused on the

capabilities that matter most; take the time

to ensure your team gets exposed to, and

reflects on, experiences that push them to

the next level

Reflection (and learning)

Neglection

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