2 types of active candidate, 3 types of passive, and 6 strategies to attract them


HRDs from SMEs and small Corporates reveal their failures and successes in attracting candidates. Find out why they view hard-to-fill jobs as having value for their employers, why they build talent pools and candidate pipelines based on the profiles of their HiPer staff, why advertising is filling less than half their vacancies, and why recruitment agencies still have a vital role to play in winning the war for talent, by requesting this article (it will not be sent to you automatically) now –


Talent Acquisition Tips and Christmas Tree Lighting – can you elucidate and shine?


Talent acquisition is like Christmas Tree Lighting – done well, it lights up the org tree and illuminates its best features. Here are 13 enlightened talent acquisition strategies. Download the article, comment on EITHER whether these should be done in Series, and if so, in which order, OR whether these should be done in Parallel, and if so, why, and then vote on someone’s else’s comments to see which Star comes out on top!

Can HR be a Profit Centre? Restructure, TurnAround and M&A


There was alot of talk last year of HR turning a profit rather than being a cost, so this year I brought together a number of HR Directors in the Direct Resourcing Strategists group who had initiated some very commercial changes to make their talent acquisition operations profitable. Simply fill out the form below to find out more …

Testing hootsuite


Testing hootsuite

Why Talent is the top topic


What is the impact of Talent on differentiating the market leader from an also-ran? And how can the Talent agenda benefit your career?

To help answer these questions, I have co-founded two discrete round tables.

The first is the Talent Think Tank, where HRDs and Directors of Talent talk aligning talent strategy with the Board’s objectives, workforce planning, succession planning, leadership development, performance management, employee engagement, compensation & benefits, and other issues of talent management. HRDs of large employers have hosted a number of what are now called TTTs, the most recent being hosted by the Financial Times’ Global HRD on Talent and the CEO.

The second is the Direct Resourcing Think Tank, popularly known now as the DRTT, which started in December 2008, and now is the UK’s foremost talking shop for Directors of Resourcing and senior HR stakeholders. About 25 round tables are hosted every year by Directors of Resourcing of large employers, discussing topics from the strategies of social media recruiting, through employer branding to managing an inhouse resourcing team.

If you would like to participate in either think tank or simply to know which topics are upcoming in the next few months, please contact me on charles.payne2@btinternet.com or 07530 416 943

2010 in review


The stats helper monkeys at WordPress.com mulled over how this blog did in 2010, and here’s a high level summary of its overall blog health:

Healthy blog!

The Blog-Health-o-Meter™ reads Minty-Fresh™.

Crunchy numbers

Featured image

A helper monkey made this abstract painting, inspired by your stats.

A Boeing 747-400 passenger jet can hold 416 passengers. This blog was viewed about 1,500 times in 2010. That’s about 4 full 747s.

In 2010, there were 9 new posts, growing the total archive of this blog to 23 posts. There was 1 picture uploaded, taking a total of 22kb.

The busiest day of the year was March 24th with 23 views. The most popular post that day was What does it cost to recruit and onboard a new employee?.

Where did they come from?

The top referring sites in 2010 were linkedin.com, google.com, eurohr.com, ehrf.org, and recruiter.co.uk.

Some visitors came searching, mostly for how much does it cost to recruit someone, cost to recruit, cost to recruit an employee, how much does it cost to recruit, and cost to recruit employees.

Attractions in 2010

These are the posts and pages that got the most views in 2010.


What does it cost to recruit and onboard a new employee? January 2010


International Talent Acquisition, Europe, and Recruitment Law April 2010


Direct Resourcing Think Tank, new dates for 2010 November 2009


Brand from the Inside October 2009


DRTT Q3 2010 dates to put into your Calendar June 2010

Effective Succession Planning


Recommended Reading

Effective Succession Planning. Ensuring Leadership Continuity and Building Talent from Within, William Rothwell, 2001

Succession Planning and Management

Businesses have always needed some form of succession planning. After all, no one lives forever, or heads a company or a division forever. Now more than ever, succession planning is a must. Because rapid turnover has become a way of life in corporate circles — from the top down through every level of employment — businesses that don’t plan strategies for meeting their future talent needs will face disruption when key employees retire or leave.

Every business needs to create, revitalise or even re-evaluate its succession planning and management (SP&M) program. A proven, step-by-step approach can ensure that you:

• Identify competencies and clarify values for planning and managing succession.

• Plan for and quickly fill crucial vacancies at all levels.

• Develop and retain top talent.

• Build and preserve your organization’s intellectual capital.

• Assess current needs and future resources.

• Use online and other technological tools to organize and implement SP&M programs.

• Anticipate — not just react to — changes in the increasingly variable business environment.

Succession planning and management is vital for four basic reasons:

1. The continued survival of the organization depends on having the right employees in the right positions at the right times.

2. As a result of economic restructuring in organizations, fewer people are available to advance to the top ranks from among current employees.

3. Succession planning and management encourages organizational diversity.

4. Succession forms the basis for communicating career paths, establishing development and training plans and creating a better human resources planning system.

Organizations create SP&M programs to provide increased opportunities for employees with high potential, to identify replacement needs, to target necessary training and to increase the pool of promotable employees.

 Creating Your Program

Creating a systematic SP&M program is a multi-step, on-going process. Even when you have a plan in place, you should continually re-assess it as your company’s needs change.

In creating or evaluating a succession program, your company should:

• Assess current problems and practices.

• Link SP&M activities to existing organizational and human resource strategies.

• Determine organizational requirements.

• Create a mission statement.

• Benchmark SP&M practices in other organizations.

• Write policies and procedures.

• Obtain and build management’s commitment to systematic SP&M.

• Set program priorities and clarify program rules.

• Address the legal framework.

• Identify target groups.

• Establish strategies for rolling out the program.

• Prepare and disseminate the program’s action plan.

• Conduct SP&M meetings and training.

• Conduct on-going counseling with managers about succession planning in their areas.

 The Developmental Gap

For your succession planning and management program to succeed, you need a method for replacing key employees who leave. Promotion from within is always an option, but it must be accompanied by planning. To prepare people for promotion, you have to do more than identify present and future requirements and evaluate performance. You must also identify and close the developmental gap between what possible successors do now and what they must be able to do to be ready to be promoted. Use internal development — planned training, education, development and other means — to close the gap so you can be confident that chosen successors are ready.

Your organization should take these steps regarding succession and the development gap:

• Test your organization’s bench strength — it’s ability to fill vacancies from within.

• Create your organization’s internal promotion policy.

• Prepare development plans for individual candidates.

• Develop successors internally.

• Assess alternatives as necessary.

 Alternatives to Internal Development

Sometimes, no successor is needed because a position can be left vacant. This alternative is only viable if the organization can answer yes to one of these questions:

• Is the key position no longer necessary?

• Can it be rendered unnecessary by finding new ways to achieve comparable results?

• Can the duties be redistributed to a team in the same part of the organization?

• Can the work be outsourced?

• Can the duties be reallocated to other parts of the organization?

• Can the key position be rendered unnecessary by using flexible staffing?

• Can a combination of these approaches obviate the need for a replacement?


Evaluating SP&M Programs

After you implement a SP&M program, you must monitor it to determine how well it functions and what changes may be needed. To evaluate the program on four levels — overall reaction, program progress, effective placements and organizational results — ask these questions:

• How well does succession planning match individual career plans?

• How satisfied are the internal customers with the succession planning programs?

• How well are individuals progressing through their development in preparation for future promotion?

• How well does the succession planning program work based on its objectives?

• Can some vacated positions be left vacant?

• How quickly can internal replacements perform in their new positions at the level required by the organization?

• What percentage of key vacancies can the organization now fill successfully?

• How quickly can the organization fill these vacancies?

• What percentage of vacancies can the organization fill internally?

• What organizational successes and failures can be attributed solely to succession planning?

• How is succession planning contributing to organizational results?

You can conduct the evaluation of your succession planning and management package anecdotally, periodically or programmatically.

Anecdotal evaluation examines the operation of the SP&M program on a case-by-case basis. As vacancies occur, the appropriate manager should document how they are filled.The organization’s SP&M committee can then review and discuss reports on each case. This method provides a solid foundation for troubleshooting and can provide a basis for handling similar concerns in the future. Anecdotal evaluation draws attention to particularly good and bad practices, providing a catalyst for change.

Periodic evaluation examines the components of your SP&M plan at different times, focusing attention on the program’s operations at present or in the recent past. Unlike the more global anecdotal evaluation, this method focuses only on isolated program components. For example, evaluation may focus on mission, program objectives, policy, philosophy, methods of determining work requirements for specific positions, employee performance appraisals, evaluation of employee potential and individual training and development. Periodic evaluation can be conducted during regular SP&M meetings, SP&M committee meetings or special evaluation committee meetings. Periodic evaluation can provide occasional formal monitoring of the program. This builds involvement while creating an opportunity to focus attention on operational problems. However, the main disadvantage of periodic evaluation is that it makes SP&M improvement an incremental rather than a continuous effort. This has the potential of letting problems fester for too long before they are addressed.

Programmatic evaluation examines SP&M comprehensively, measuring it against its stated mission and objectives. An appointed committee or a consultant usually carries out this in-depth program review. Committee members generally include the CEO, the SP&M program coordinator, representatives of pivotal management areas and members of the corporate board of directors.

 The Future of Succession Planning and Management

Changing external environmental conditions affect all organizations and play a role in succession planning. In the future, succession planning and management will:

• Prompt efforts to create flexible strategies to address future talent needs.

• Lead to retention policies and procedures that identify high-potential talent earlier,

retain that talent and preserve the involvement of older high-potential employees.

• Be influenced increasingly by real-time technological innovations.

• Become an issue in government agencies, academic institutions and nonprofits.

• Lead to increasing organizational openness about possible successors.

• Increasingly become intertwined with career development issues.

• Be heavily influenced by concerns about the balance between work and family, and by spiritual issues.

• Become a management issue to companies around the world.

Succession issues are front and centre in the United States, since the number of people expected to join the workforce between the traditional entry-level ages of 25 and 34 will decrease 8.8% by 2006. At the same time, the age category between 55 and 64 is expected to increase by 54% as more people reach traditional retirement ages. This trend is reflected in global population predictions. Because of these demographics, succession issues will emerge as a major challenge in many countries by 2025, leading organizations of every size to devote unprecedented attention to these issues, particularly the employment of older workers.

Direct Resourcing Think Tank, your Calendar for December 2010 to February 2011


Are you a discrete, senior and inhouse thought leader in Direct Resourcing? Do you want to network with your peers?

*Only Senior HR & Resourcing Heads of large enterprises public & private participate in the DRTT.

 *The hosts are the Senior HR & Resourcing Heads of large enterprises like Lloyds Banking Group, Experian, BP, Proctor & Gamble …..

*DRTT is about the strategy of resourcing, as you have teams who do while you direct.

*What price would you put on being able to meet your peers from the companies above and understand how they are tackling the big issues?  The DRTT membership is completely free of charge because the hosts pay for the coffee & croissants, so look at the Calendar of Think Tanks below and either call me on 07979 751 562 or email me at charles.fiddespayne@stepstonesolutions.com to let me know which you want to participate in … 

NOW Thursday 3 March P&G The Evolution of Social Media
  P&G Technical Centres LTD Hosted by Elizabeth Henry, HR Lead P&G
9am – 12.00pm Whitehall Lane  
  Egham This Direct Resourcing Think Tank will allow members to share the knowledge and best practice they have learnt during the phenomenal growth and evolution of Social Media. 
  TW209NW As well as looking at its value and relationship to recruitment, this Think Tank will look at the current trends and future development of Social Media and discover how these movements can be harnessed as a positive and powerful resource.
  (London Waterloo to Egham 30 minutes. Shuttle bus from Egham station to P&G.)  
8th December DTZ Talent Management
  125 Old Broad Street Hosted by Charlotte Johns, International Head of Recruitment
9am – 12.00pm London  
  EC2N 2BQ This Direct Resourcing Think Tank will explore how businesses can be engaged and leveraged to gain competitive advantage through Talent Management practices.  We’re offering members the opportunity to discuss business readiness and what internal culture is needed for its success and on-going development.  This event aims to bring together members from established programmes as well as those in embryonic stages to share thoughts and ideas in a collaborative and friendly atmosphere.
19th January Coller Capital Securing Candidates in an Increasingly Competitive Market
  33 Cavendish Square Hosted by: Karina Barnes, Resourcing Manager, Coller Capital
9am – 12.00pm London As we move back into a more candidate driven market and the ‘war for talent’ becomes more competitive, the need to look at what companies can do to beat the competition becomes more important.  From initial attraction through to on-boarding, this Direct Resourcing Think Tank examines innovative ideas and experiences that make the average business stand out from the crowd.
  W1G 0TT  
20th January Channel 4 Talent Mapping
  124 Horseferry Road Hosted by Joanna Taylor, Head of Learning & 4Talent, Channel 4
  London Talent spotlighting, internal / external succession planning and leadership capability assessment are all key to a successful talent agenda. 
9am – 12.00pm SW1P 2TX  
    This Direct Resourcing Think Tank will explore ways to forecast, identify, map and engage with talent across a business allowing resourcing to evolve from reactive to a proactive function. 
2nd February Experian Attraction and Retention 
  George West House Hosted by Wendy King, Recruitment Manager
9am – 12.00pm 2-3 Clapham Common North Side Back by popular demand this Direct Resourcing Think Tank will focus on Talent Attraction and Retention with specific focus on Referral Schemes and Social Media.  
  SW4 0QL Tackling issues such as diversity and cultural barriers, this event promises to be an informative and valuable session for Talent professionals hoping to meet the increasing demand for high-quality candidates whilst managing costs.
9th February BP Assessment – getting the balance between technical and behavioural.
  Building F Hosted by Jon Tait, Group Resourcing Sourcing And Policy Manager, BP
9am – 12.00pm Chertsey Road What is the right balance between technical and behavioural selection? How do we link this to job performance? And if selection means improving the quality of incoming staff, what does this quality actually look like? With challenging and thought-provoking questions over assessment and selection techniques being tabled at this Direct Resourcing Think Tanks this session promises to be one of the most contentious and interesting topics on our agenda!
  TW16 7LN  
  (Feltham station 30 minutes from Waterloo. Shuttle bus from the station to BP.)  
16th February Reed Business Information Cost per hire – How do you measure it and is it even relevant?
  1 Proctor Street Hosted by David Hipkin, Recruitment and Resourcing Manager, Reed Business Information.
9am – 12.00pm London  
  WC1Z 6EU As the market has begun to recover, it has become increasingly more important to maintain control over your recruitment spending. 
    One of the most measurable ways to do this is to keep a close eye on cost per hire. This Direct Resourcing Think Tank session investigates how we currently measure this much sought after HR metric and looks at how to prevent risking overspend. How do we find out if this figure is fully loaded? Or if we don’t measure cost per hire, how do we keep track of which candidate sources are working for us? 
    This DRTT session looks to create an open forum of discussion around a subject being asked by more and more business leaders.
23rd  February Eversheds Employer Branding
  1 Wood Street Hosted by Nicky Bizzell, Head of Resourcing Eversheds
9am – 12.00pm London Following a number of extremely successful and over subscribed previous Direct Resourcing Think Tank, this topic on developing your employer branding is back due to high demand.  This event promises to offer insight into the key areas and challenges involved in developing your business’s Employer Branding strategy and approach. 
  EC2V 7WS  

Why you need a real recruitment metric


Management Information, or MI, was one of the biggest issues highlighted in the October 2010 survey of members of the Direct Resourcing Think Tank.

Assessing the business impact of the Resourcing Department is key for the careers of heads of resourcing – and indeed their immediate bosses – so what MI would their CxOs and Senior Management want to see?

A Newman Group survey threw up the most-used MI


Top came open vacancies, then time to fill, volume of hires, cost per hire, internal placement, offer to accept, interview to offer, decline to offer, and lastly diversity.

The Newman Group clients have missed the point. DRTT members, being taxed to influence CxOs and Senior Management, all agree that a different metric – Quality of Hire – is the key criterion of judging their own performance and giving shareholder value.

However, QoH is a bit of a Holy Grail, because these same businesspeople say it involves measuring the performance of new hires, ensuring that all the skills & competencies that drive performance are present in new hires, that new hires are a good cultural fit, that retention ratios are good. Some have even linked Quality of Hire to succession planning, on the grounds that a quality hiring process will predict when business-critical roles will become vacant and will already have created a pipeline of replacements. All legitimate arguments, and all making QoH more fiendish to measure, less tangible even, though somehow more holistic. Never mind the width, feel the quality, they say.

This is not a counsel of despair, because what you measure you can improve, and if you continuously improve, you improve your  Quality of Hire, you make a bigger  impact on your business, and get the attention of your CxOs and Senior Management.

(A word of advice: if you tell your CEO that your Cost per Hire is just your advertising, recruitment agency, and recruiter salary costs, then you might get some of her unwanted attention!)

DRTT Q3 2010 dates to put into your Calendar

Are you a discrete, senior and inhouse thought leader in Direct Resourcing? Do you want to network with your peers? *Only Senior HR & Resourcing Heads of large enterprises public & private participate in the DRTT.

*The hosts are the Senior HR & Resourcing Heads of large enterprises like RBS, Experian, Towers Watson and Axa.

*DRTT is about the strategy of resourcing, as you have teams who do while you direct.

*What price would you put on being able to meet your peers from the companies above and understand how they are tackling the big issues?  The DRTT membership is completely free of charge because the hosts pay for the coffee & croissants, so look at the Calendar of Think Tanks below and either call me on 07979751562 or email me at c.fpayne@mrted.com to let me know which you want to participate in … 


23rd June, 9am – 12.30pm Coller Capital
 33 Cavendish Square
Sourcing and Selection
Hosted by Karina Barnes, Head of Resourcing, Coller Capital
This Direct Resourcing Think Tank will look at direct sourcing and selection techniques now being utilised in niche markets where directly approaching talent has traditionally been looked upon negatively .  Areas under discussion will range from comparing the use of different direct sourcing tools such as Linked In, through to how much emphasis should be placed in personality profiling and at what point in the process should it be used. 
24th June, 9am – 12.30pm  Royal Bank of Scotland
135 Bishopsgate, London, EC2M 3UR
Maximising value from Resourcing Suppliers Hosted by Susan Bor, Director, Group Resourcing, Royal Bank of Scotland.Suppliers can provide considerable expertise across a numbers of Resourcing areas – permanent recruitment, contingent labour, recruitment assessment, recruitment marketing, retained search.  What’s your point of view on where suppliers can add most value, what types of initiatives should be considered and which suppliers have made a difference to your business?  
30th June, 9am – 12.30pm Penspen
3 Water Lane
Where have all the Engineers gone?
Hosted by Richard Irving, International Head of Recruitment & Manpower, Penspen
This Direct Resourcing Think Tank will look at the skills gap many engineering reliant organisations are currently experiencing.  From shorter term solutions to bridge this skills gap through to longer term strategies to revitalise the sector this promises to be a thought provoking discussion.
22nd July, 9am – 12.30pm AXA
5 Old Broad Street
Creating a World Class Recruitment Service
Hosted by Samantha Rich, Head of Group Attraction & Talent, AXA
What turns run-of-the-mill recruiting into a world class recruitment service? This Direct Resourcing Think Tank offers members the opportunity to candidly debate, discuss and hopefully define what a credible and effective recruitment service looks like for candidates, hiring managers and in-house resourcing teams.
4th August, 9am – 12.30pm Tower Watson21 Tothill StreetLondon


Effective Integration and Expansion
Hosted by Rachel Bowman, Recruiting Director EMEA & Asia Pacific, Tower WatsonFrom the challenges involved in expanding your remit to delivering across new territories and business units, right through to integrating resourcing functions during a merger, this Direct Resourcing Think Tank will explore the key strategic issues its leaders face.
1st September, 9am – 12.30pm Experian QAS Ltd 
George West House
2-3 Clapham Common North Side
“The War for Talent”Hosted by Francesca Haines, Recruitment Manager, Experian QAS

This Direct Resourcing Think Tank offers members the chance to discuss the challenges involved in positioning your business and forming social perception. It is also an opportunity to openly share best practice methods and discuss the merits and disadvantages of using social media as an attraction technique.

8th September, 9am – 12.30pm  Eversheds
1 Wood Street
ATS Selection, Integration and Bespoke Development
Hosted by Nicky Bizzell, Head of Resourcing, Eversheds
As an integral part of internal resourcing, using the best ATS is vital and can determine how effectively your resourcing function operates. This Direct Resourcing Think Tank will allow members to share experiences of selecting and implementing tracking systems and the value it brought to their company. It will also offer members looking to embark on this process the opportunity to have candid conversations with their market peers rather than having to navigate the process themselves.
Tuesday, 14 September, 9am – 12.30pm Time & Life Building 1 Bruton Street London W1J 6TL Creating an effective talent management programmeHosted by Charlotte Kao, Recruitment Manager, SEI Investments

The ‘war for talent’ is on and more and more employers are establishing talent programmes; but what does that mean?? What does and effective talent management programme look and feel like when it’s in operation, should it be lead from L&D, HR or Recruitment and what are the pitfalls to avoid

15th September, 9am – 12.30pm  Alvarez & Marsal 
 1 Finsbury Circus
“Things I wish I knew when I started recruiting…” 
Hosted by Joanna Martin,  European Recruitment Manager,  Alvarez & MarsalMoving away from the Direct Resourcing Think Tank’s normal agenda, this event offers members the opportunity to have a more general discussion surrounding the highs and lows of recruitment. What lessons have you had to learn the hard way or through trial and error? What works and what doesn’t? This event is a great opportunity to share knowledge and swap information.
22nd September, 9am – 12.30pm  GSM
5 New Street Square
New Fetter Lane
Internal Executive SearchHosted by John Kelly,  Head of Global Resourcing Operations, GSM

Executive Search continues to be a hot topic of conversation at Direct Resourcing Think Tank events. This event will be focused around the economics and key requirements of in-house exec search. We will also look at the problems surrounding branding, confidentiality and sensitivity at that level and also what the future holds for mid level and premium exec search.

29th September, 9am – 12.30pm  CH2M Hill
 Avon House
Kensington Village
Avonmore Road
West Kensington
W14 8TS
Global Contingent Outsourcing Deal: Myth or Reality?Hosted by David Mason,  International Talent Acquisition Director, CH2M Hill

This Direct Resourcing Think Tank will allow members to discuss the pitfalls surrounding the idea of Global Outsourcing. You will get the opportunity to debate the merits and also the complications involved with differing cultures, time zones, infrastructures and coverage, with the aim to ultimately answer the question “Can a global RPO company ever really work effectively?”