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com

Mitzi Shafar
Agile Recruiting: Opti
nfidential Do Not Share
. All rights– reserved.
sted by: Nada
LeadChaker
Consulting Partner –
your Collective
TalentTA Operating Mo
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● Intro

● Changing Workforce
● Technology Impacts

● Workforce Trends
● AgileTA Recruitment Model
● The Future of Work

nfidential
● Q&A
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. All rights– reserved.
Agenda
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fidential – Do Not Share

CHANGING
c. All rights reserved.

WORKFORCE
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on poll: What business challenge is most likely

nfidential Do Not Share
. All rights– reserved.
turb your industry in the coming years?
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Tsunami of data
Diversity &
generational
change

Technology is
everywhere

Change in nature
fidential – Do Not Share
of a
c. All rights reserved. Disruptors Future of Work Di
career 7

AI, Cognitive
Computing,
Robotics

Explosion in
contingent work
Jobs vulnerable
to automation
sin, Deloitte Consulting L&P, 2018
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ARTIFICIAL
98% INTELLIGENC
E

DEMOGRAP
fidential – Do Not Share 94% HIC
c. All rights reserved. Today’s greatest business
SHIFTS

DIGITAL
TRANSFORMATIO
90% N&
ORGANIZATIONAL
AGILITY
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BANK COUNTERS

ACCEPTED APPLICATION OF
CALL CENTERS
AUTOMATION FOR “LOW-SKILLED”
JOBS

SUPERMARKET TILLS

fidential – Do Not Share

c. All rights reserved. AI impacts automation of mid
7

30 jobs with a greater than 80% chance of automation

Loan officers, Budget Analysts, Accountants and Auditors, Real
44%
2037, but about businesses
(Willis
(PWCTowers globally
2018) Watson Global
7.2 million could be are identifying
(Citi
automated
created GPS Technology
Future
in the next the emerging
at work 2016)
of Work 2017)
million existingskills It’s
jobsrequired been estimated
displaced
could befor Estate
that
by AI Brokers
57%
from allof
2017- 90%+
5allyears
jobs
chance
are atofrisk
being
of ‘computerize
being d’
the changing business environment
Sunday Times 5th February 2017 - Robots march on ‘safe’ jobs of middle class
beamery.com

Source: World Employment Social Outlook 2018 by ILO

ytion of workers (Gen Y

boomers/retirement & Z) are
impacts primarily
primarily in India,
in North America,
Latin
ope
fidential
America
Eastern
&– Do & Africa where there are higher
Not Share Asia – aging workforce, thus shortage of talent
Share of Global labor Force by Region, 1990 and 2030
plyAll rights
c.oung reserved.
workers available Shifting Geographies of a
beamery.com

3.5
50
Days
Days
2.5
3 Time to reach 50 million users:
Years
3.5
Years 4
Years

Years

13

Years

fidential – Do Not Share

c. All rights reserved. The pace of adoption is accelerating f
Digital Transfor

38
Can we keep up with it all? Years

In the past 10 yearsItthe

connect to rate
took
50 of adoption
about
million75people. new
yearsoffor the telephone
Today a simple to
has accelerated
technologiesiPhone at a dizzying
app can reach that in a matter of days.
speed.

75
Years
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Advanced Technologies such as AI and RPA

bring significant changes to the global labor
market

e skills gap and the skills shortages need to be addressed

fidential – Do Not Share

c. All rights reserved.
The labor markets’ continued digitalization has
Digital skills transforming ta
contributed to the already huge demand for digital
Firms that fail to invest in the transformation of talent
professionals which the can
current supply cannot
risk their competitive positioning and implementation
accommodate of
business strategy

Transforming talent will determine the

rate at which organizations adopt and
implement AI tech
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TECHNOLOGY
c. All rights reserved.

IMPACTS
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VR BASED LEARNING

ENGAGEMENT
CHAT BOTS SOCIAL RECOGNITION

NEW
Standalone appTALENT
or SYSTEMS OF LEARNING EXPERIENCE
PLATFORMS
vendor
ENGAGEMENT

INTERVIEWING
VIDEO

SOCIAL SOURCING
fidential – Do Not Share
c. All rights reserved. ASSESSMENT
AI – BASED
Demystifying recruitment te MOBILE LEARNING

REWARDS
FINANCIAL
ATS

No core HR system can do everything, requiring the

need for candidate experience and employee
-Bersin by Deloitte,
experience toolsets to sit on top.
HR Technology
Market 2019: TALENT
Disruption ahead HCM Platform
SYSTEMS OF
RECORD

LMS

BENEFITS

COMPENSATION
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• Robotics Process
Automation (RPA)
• Workflow
• Integrations BOTS
• AI and Analytics BRAND & EXPERIENCE

• Adaptability and flexibility

Candidate
• What humans •do best! and business
• Personal, meaningful
interactions PEOPLE
interactions

fidential – Do Not Share

c. All rights reserved. Blend of Technology and
Recruitment People
Ecos
• Mobile
• Digital
first Interviewing DIGITAL
• Digital Assessments
• Dynamic digital content
ENABLER
• Careers sites and market S
places

• VMS
• HR Systems WORKFLO
• ATS
REPORTING & ANALYTICS
W CORE
• CRM
ENGINES
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Descriptive
What happened?
Analytics

Diagnostic
Why did it happen?
Analytics
Time to offer, time to hire, spend
and performance tracking.

Predictive
DIFFICULTY What will happen?
Analytics
fidential – Do Not Share
c. All rights reserved. Analytics: Hindsight v
Rationale for candidate satisfaction levels,
recruitment performance to KPIs

Prescriptive
Analytics
How can we make it happen?

Talent trends, future of work skills needed, attrition

impacts, technology innovations

Drive value in recruiting through agile

teams, increased RPA strategies,
market insights
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WORKFORCE
c. All rights reserved.

TRENDS
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97 Automotive
%

96 Consumer
% Goods

90 Life
% Sciences

86 Insurance
%

CONTINGENT/FREELANCE
It’s not jobs that are changing, WORKERS
but who does the work. WILL
To date, there has been more c
SUBSTANTIALLY
to the gig REPLACE
economy, but executives FULL-TIME
remain bullish onEMPLOYMENT
the concept. In fa
fidential – Do Not Share
when it comes83
c. All rights reserved. % Tech
WHO AGREE)
believe that contingent (%and freelance workers will substantially replace full-time emp
The Shifting Shape
years, and predictions vary by industry.

80 Financial
% Services

77 Energy
%

59 Healthcare
Global Talent Trends – 2019%Mercer

50 Retail
%
 Sources:

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eloitte in The Straits Times, June 2018

pwork and Freelancers Union in CNBC, October 2018
PR
NS HR Consulting
figures in Business
in Consultancy UK,World,
AugustSeptember
2018

40% increase
Hong Kong saw aaccounting in the of its flexible 5
for 9% of size
the country’s employment. Shifting demographics, continued digitalization, and talent shortage
workforce in 2015, of which India houses
takes 15-20 million
Self-employed gig workers
More
workers than and
90%the
romofgig
3.3 new jobs
netmillion in created
2001 toin4.8the last five
There were 29.7%
~200,000 freelancers
part-timeinjobs, inwent
Singaporeamong 2016,the key drivers in the growth of the gig economy.
economy generates 56%
million
21.3% do temporary work, and 20% pick up extra shifts in of employment
2017, years were
accounting in the
"gig"
for country.
jobs
15% 1. By 2027,
of the UK’s the majority
total of workers in
4 2
after a regular day job. 6 This is expected to further
workforce. 3 grow by
the US25%-30%
are per
expected annum.
to be contract workers.

7
PersolKelly report, 2018
8
Deloitte HC Trends Survey 2018

y of Manpower in Straits Times, October 2017

ong Federation of Youth Groups in Hong Kong Free Press,
8

fidential – Do Not Share

c. All rights reserved. The Emerging Gig
USA
47%
Rest of
53%Americas

Employers, particularly in the UK, will Proportion By Region

of Talent Managers 7
Hiring Gig Workers, 2018
EMEA
need to better manage these
Globally, only 16% of business leaders say that their organizations 80%
workers, where IR35 is set to be
have a well-defined strategy to manage gig workers.8
implemented in the private sector
by 2020.

APAC
84%
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Evolving trends such as digitalization, talent

shortages, shifting demographics and the
fidential – Do Not Share
emerging gig economy organizations
c. All rights reserved.
What
forcedoes this mean to for TA?
continuously change; they need their recruiting
organizations to be agile and adaptable to change.
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fidential – Do Not Share

c. All rights reserved. Definition of
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ILE TA OPERATING
c. All rights reserved.

ODEL
beamery.com Hiring
Design Planning
process

CEB Survey analysis 2017

Talent segment alignments

Prioritize recruitment costs to focus onFrequent forecasts discussions initiated
Candidate-centric
Use market by recruiting
intelligence opportunities
to tell the close the gap between
business
engaging critical talent Recruiting-led,
what it needs planning and execution bottom-up forecasts

talent acquisition
LeadingAgile the enterprise
recruitingforoperating model

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c. All rights reserved. Principles of an Agile

Specialized recruiter roles Flexibility through pooling

Market-driven hiring process
Pool staff for overflow requisitions during
Influence hiring needs earlier spikes
hiringto
Prioritize and scale the highest value activities get competitive
advantage
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Hiring
Design Planning
process

Fixed
CEB Survey analysis 2017 Responsive
Business-focused operating model
Go to the labor market with the business’
Traditional recruiting
Plan and allocate recruiting resources based
request Plan
onand allocate recruiting resources based on
point-in-time, top-down forecasts from thepoint-in-time, top-down forecasts from the
business business Deliver a hiring service to the business

fidential – Do Not Share

c. All rights reserved. Leading vs Service

model
Predictive Continuous
Talent-focused

Use market intelligence to tell the

Regularly business
Leading
source talent
bottom-up acquisition
projections and for the
Organize staff to createwhat
valueit for the enterprise
needs Agile recruiting operating
as needed
redeploy staff enterprise
through task and talent segmentation
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COE’s
Governance
Responsibilities
ü Streamlined Processes
ü Talent Acquisition
& Roles &
Sourcing,
ü critical talent segments
Branding
ü Talent for
COE’sAcquisition Strategies
HRBP DEFINE

Ops
Recruiting

COE’s more meaningful

administrative
data burden
ü Digitalization enablers
ü Digital(RPA) for optimal
to reduce
targeted attraction/retention
fidential – Do Not Share ü Reporting shifting into Analytics,
HRBP ü Workforce Planning forecasts for
c. All rights reserved.
candidate experiences (i.e. mobile-
INTEGRATE
Moving to an Agile
enablement, gamification)
Recruiting
Ops

COE’s Ops

ROTATIONS
COE’s Ops OVERFLOW REQSHRBP
Agile teams aligned by critical talent
HRBP segments. Work cohesively using
Create
market intelligence to determine
networkshowof expertise:
OPTIMIZE
COE’s Ops they can better compete to attract, and
engage talent
STEMCOE’s
ROLESOps DIVERSITY HRBP

HRBP
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“Waterfall” Method
Sprint

fidential – Do Not Share

c. All rights reserved. Agility is a Transferable
el of business
Talent Acquisition
with –bureaucraticstreamlined
targeted, Development planning
hierarchy, processes focused
type from
of agile
theapproach
on criticaloften
talentused in software
short,Software
A type ofTalent intensive and
Acquisition – immersive
cross
- Aproject
functional experience
teams designed
focused on to expedite
critical talent segments
ty to shareholders,
segments which
– prioritizing spend
agileaccordingly
development,waswhere to correct
meanttypically cross-functional teams of 3-9 people work in
the product design and iteration process
Agile teams that aretorecruitment
create a newled
orfrom the bottom
updated productup using
& shorter sprints to identify bottlenecks and pivot as needed

Gartner (February 2019)

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THE FUTURE OF
c. All rights reserved.

WORK
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An additional 28% of executives

ckinsey 2019 ‘Are we long or short on talent’

More than 1/3 of the survey respondents

expect that
that more up
said their
than half
to60 %of their organization’s
of global executives expect
organizations are unprepared to address the skill
workforce will need retraining or
gaps they anticipate workforce will need retraining or
replacing. replacing within five years.

fidential – Do Not Share

c. All rights reserved. Addressing the changing s
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ion poll: Is your organization ready to adopt a

nfidential Do Not Share
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recruitment operating model?
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Bots and bodies Strategy

Make the automated feel human

Insights driven
Hyperconnected workplaces
Broader & more diverse hiring &
Digital Experiences engagement
Recruiting for
Themindset
hiringfrom
of
&external
core
potential
permanent
market talent from the
Early Years to Mature talent

Automate

Buy

Business &
fidential – Do Not Share Deploy
Technology/Build &Partner Workforce
All rights reserved.
yc. Partners Talent/Consulting/Recruitment
for Subject Services/Talent
Matter Expertise and Non-Core activities
strategy The Future of Talent
Swaps

Build

Borrow

Traditional
Organization-led
Agile Organizational structures

Personal & professional support &

Workforce aligned to business strategy
Leverage for specific development
Contractors FreelancersGig
Harness
Workers Crowds
multiple opportunities
skill staff
to engage non-permanent
“Active mobility & Career coaching”
requirements

Open
Employe
e-led
 ü Implement frequent
forecasting discussions
ü Use historical data to
identify trends in hiring
demand
against unexpected
ü Determine appropriateContinuous planning
spikes in hiring demand
staffing levels based on
performance metrics
ü Create “overflow” pool of
recruiters to deploy

descriptions for critical

talent segments (i.e.
diversity, STEM, etc.)
ü Understand candidates’
ü Identify alternativeinterests, motivations
ü Tailor
and employment brand
behaviors
sources for talent such as through use of
messages Predictive
and job hiring process
gig/freelance workerspersona’s
Getting Starte
ü Incorporate labor market
intelligence capabilities to
inform strategic talent
decisions

ü Focus recruiters on value-

add activities, reduce
administrative tasks
through use of RPA
solutions Talent-focused design
ü Structure sourcing for
intelligence gathering and
pipelining of critical talent
segments
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Mitzi Shafar

artner Americas – Talent Collective

shafar@talentcollective.com

fidential – Do Not Share

c. All rights reserved.

Nada Chaker

ior Content Marketing Manager

da.chaker@beamery.com