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How strong is your staffing supply chain? Rally your team around quality of hire to source talent ahead of demand. This advice is for:   HR leaders responsible for talent acquisition. Talent acquisition specialists. HR generalists with recruiting responsibilities. Hiring managers who are involved with candidate sourcing. Think of talent acquisition as a staffing supply chain whose goal is the timely production of quality hires to meet organizational needs. Framing the sourcing process as a part

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How strong is your staffing supply chain? Rally your team around quality of hire to source talent ahead of demand. This advice is for:   HR leaders responsible for talent acquisition. Talent acquisition specialists. HR generalists with recruiting responsibilities. Hiring managers who are involved with candidate sourcing. Think of talent acquisition as a staffing supply chain whose goal is the timely production of quality hires to meet organizational needs. Framing the sourcing process as a part of a staffing supply chain emphasizes: The need for collaboration. A staffing supply chain is only as strong as its weakest link. Each stakeholder is a distinct link in the staffing supply chain, positioned to notice different challenges and opportunities. Stakeholders must collaborate to source quality candidates. The need to work proactively. Effective hiring teams find talent pools ahead of demand to ensure quality candidates are available when positions open up. The Challenge:   Insight 1: HR and business leaders don’t see eye to eye on the importance or effectiveness of sourcing.   According to McLean & Company’s report, 2015 HR Trends and Priorities for Talent Acquisition, HR and non-HR respondents are misaligned when it comes to “sourcing & screening.” HR thinks sourcing & screening is as important as selection, and that they’re doing it relatively well. Business leaders think that selection is more important than sourcing & screening, and that HR is not as effective at sourcing as they should be. The disagreement makes sense given that business leaders tend to be responsible for the interviewing process, and leave candidate sourcing to HR. Insight 2: CEOs know talent acquisition is important, but they are not satisfied with its performance.   McLean & Company’s HR Business Vision survey data shows the most important HR core service area, as ranked by CEOs, is talent acquisition.   Despite its first-place ranking, talent acquisition received a low satisfaction score by CEOs. The data shows that talent acquisition received the fifth-lowest satisfaction score behind innovation & culture. Insight 3: Meanwhile, market forces are putting substantial pressure on talent acquisition. Resolution: HR Leaders are updating their sourcing function to align with the needs of the organization and deal with market challenges. What’s limiting the staffing supply chain’s ability to source candidates effectively?   Talent acquisition specialists are often too burdened with administrative tasks to become proactive recruiters.   It’s easy for talent acquisition specialists to get caught in the traditional, reactive recruiting process.   Organizations that rely exclusively on reactive sourcing often experience: Longer time to fill Higher cost per hire Lower quality of hire Lower productivity Higher turnover costs   If talent acquisition specialists can’t escape from sourcing reactively, proactive recruiting work will never get done.   The relationship between talent acquisition specialists and hiring managers is sometimes contentious.   This mutual dissatisfaction often creates tense relationships between talent acquisition specialists and hiring managers, which is troubling given they are the two key parties in effective candidate sourcing. They must work together to pro-actively meet strategic needs. Talent acquisition specialists and hiring managers must work together to source quality candidates for the staffing supply chain ahead of demand.


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http://hr.mcleanco.com/research/ss/build-a-collaborative-sourcing-process


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