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Topic: Developing a Sourcing Department: d? Are they set up by function; region expertise? How do companies source passive candidates? Do they outsource? If they do, where and do they off-shore? Metrics? How do you measure sourcer’s performace? How have companies adapted/changed the sourcing function given the new internet applicant law? What is the ratio of recruiters to sourcers? Is Diversity sourcing a separate Dept/function? ~ MC, Team Leader and Strategic Account Manager, TMP Worldwide I answered as follows and I thought some of you might find this subject interesting. I hope you do. You can view all the answers to the question above here. Your question is a set of questions and I will attempt to answer some of them from my decade long experience as a telephone names sourcer and as a trainer who has recently entered that arena. There are two types of sourcing: Internet and Telephone. They do not have to be centralized, but if I had to choose between the two I’d say Internet Sourcing is more easily centralized. Both types of activity draw specific types of personalities. If I had to say one word that describes people who enjoy this type of activity I would say Introvert. Of course there will be exceptions, but overall, I’d say this rings true. Introverts work best away from madding crowds. There are FAR MORE Internet Sourcers in this world than Telephone Sourcers. As Telephone Sourcing is the model I best understand I will continue to direct the bulk of my answers as your question relates to Telephone Sourcing. Recently there is great interest among companies to set up the function of “sourcing” onsite. Did you know this type of sourcing now enjoys its own Wikipedia definition? Here: http://en.wikipedia.org/wiki/Sourcing Companies nowadays recognize the urgent need that sourcing passive candidates represents. In my opine, telephone sourcing best sources the “truly” passive candidate – the guy sitting inside a company’s brick walls who has no representation on the Internet and therefore cannot be “sourced” using traditional Internet sourcing habits. It takes someone to CALL IN and ASK QUESTIONS in order to locate those people. To me, and to my customers, this virgin possible candidate represents the best of both worlds – the possible employee who is busy doing the work you need him to do for you, only he is busy doing it for someone else. Until you come along! Then, usually intrigued by your approach, will spend some of his time considering your opportunity presentation. It’s a highly effective technique that delivers wild value to a company’s bottom line! I digress, I know, but I think you can see from my response how excited I get about the subject! As you can also probably tell, I’ve done a lot of writing on the subject. ;) Moving on, sourcing can be set up by function, region, expertise but I see this as more of a down-the-line evolution. It really depends on your own needs – what you require to be accomplished in your staffing organization. My advice is to just get the function started and manage it from there. Because it’s such “new” thinking for most staffing departments the hardest thing you’re probably facing is just getting others to understand what it is. Once they understand it, they might embrace it. I say “might”. It’s an extremely challenging space and though many will think it sounds intriguing very few will be able to answer its’ siren call. It’s very hard work! Many companies hire sourcers like me to do it for them. Third parties have been doing it for years and then passing the fruit of our labors on to their clients along with respectable percentage fees. Telephone sourcing can cut a minimum of 75% of third party costs but there’s a caveat here – though telephone sourcers can deliver you “the goods” it still takes talented individuals to develop these possible candidates and bring them through your door. It takes a different approach to develop and then close a truly passive candidate like this. There’s been discussion about outsourcing this function. In my experience, MAYBE some of the internet sourcing can be outsourced at this time but I believe it will be a long time before the language barriers and the hardware difficulties (no, VoIP doesn’t work for telephone sourcing!) are overcome to a point where this possibility exists. I could be wrong; I am always open to that, but I don’t think I am. Telephone Metrics: An excellent/great telephone names sourcer can do 200-300 names per week (the really really great, sometimes, even, per day!); a very good names sourcer can push out 100-200 names in a week, a good one, 100 names a week consistently, and a beginner should be able to do 25- 50 or so names per week for the first couple years. Ratio: I suggest one sourcer for three recruiters. Actually, I think what’s happening in the real estate industry could work well in corporate staffing departments: the team approach. It might look like this: 1 Sourcer 3 - 4 Candidate Developers 1 - 2 “Closers” 1 Administrative Assistant I know it’s radical – just “consider” the possibility! I will leave the diversity question and the new internet applicant law for others to address. I hope this is helpful – if you’d like to learn more about the arcane subject, we discuss telephone sourcing all the time here on the Yahoo group “Sourcers Unleashed” and also on the Ask Maureen group on the Electronic Recruiting Exchange. ****** Like what you just read? MagicMethod is brimming with information like this and will show you the inside tips and techniques of true telephone names sourcers! Subscribe today here. The Book of Sourcers is ready! Get your list of 200+ sourcers now here. NameSourcer blog. NEW Join the SourcersGuild Ning network here. Network for Names Soucers! Join the MagicMethod telephone names sourcing group here on RecruitingBlogs here.…; Added by Maureen Sharib at 10:53am on April 18, 2008

Topic: Social Recruiting Going to Lead to Legal Trouble?: annels to attract and screen talent might expose themselves to significant legal risks, employment attorneys and recruiting specialists told Bloomberg BNA in recent interviews. Those risks, they said, might manifest as civil rights complaints filed under Title VII of the 1964 Civil Rights Act, the Americans with Disabilities Act, the Age Discrimination in Employment Act and/or similar state-based anti-discrimination laws. The complaints might allege that the employer's use of social media channels such as LinkedIn, Twitter or Facebook uncovered protected class information that was used to disqualify an applicant, attorneys and recruiters said. An alternate theory might assert that the employer's social-media-driven recruiting process created barriers that made it harder for members of a protected class to compete for employment. Although these legal theories have generated little, if any, litigation to date, practitioners said, there's a lag in litigation involving the use of new technologies in the workplace. ‘Hot Button Issue.' Stephanie R. Thomas, chief executive of labor and employment consulting firm Thomas Econometrics Inc. in Bristol, Pa., said concern is growing within state and federal agencies that monitor civil rights and labor laws. She noted that the Equal Employment Opportunity Commission hosted a March 12 hearing to gather information about employer use of social media and consider the implications for the laws enforced by the EEOC. “Is this the hot button issue that everyone is filing suits over?—No,” Thomas told Bloomberg BNA March 31. “But it is something employers need to be concerned about. It is something that the EEOC and the regulatory agencies are concerned about.” The Society for Human Resource Management has reported that employers increasingly are relying on social networking sites to recruit job candidates. In a survey published in April 2013, SHRM found 77 percent of its members reported regularly using social networking sites for recruiting, up from 56 percent in 2011. SHRM said its members use the sites to locate passive job candidates, search for active candidates, and create interest for hiring by posting information about their organizations. LinkedIn has become the most important tool for employers using social media. The SHRM report found that 94 percent of employers using social media favor LinkedIn, about the same as the 95 percent who used it in 2011. Fifty-eight percent said they use Facebook, up from 54 percent two years earlier. Finally, 42 percent of human resources professionals said they use Twitter for recruitment, up from 39 percent in 2011. Some Employers Express Ambivalence Although enthusiasm is high for social media as a recruiting tool, SHRM found that some employers are ambivalent about such channels for screening job applicants. Only 20 percent of SHRM members said they actively use social networking sites and other online search functions to screen applicants, and 68 percent said they never use these strategies to screen candidates. Nearly three-quarters of SHRM members in that latter category said they were concerned that such screening strategies would expose their organizations to legal risks. Thomas, who consults with Fortune 500 clients on equal employment opportunity and compensation, said an important risk associated with social media channels involves accusations of intentional disparate treatment. She said a job applicant might accuse an employer of using protected class information, gathered from a social media site, to discriminate. The threat is real, she said, because such sites expose the employer to a wealth of information that can't be used during the hiring process. “One of the challenges of using social media is that there is a lot being posted that could disclose protected class information,” Thomas said. “So for a Facebook page or a LinkedIn page, you might see a photograph. From that you might be able to infer the gender of that person, the race, the ethnicity, the age of that person. You might be able to infer a disability status. You might be able to see this person is pregnant. This is not information you should have when you're making the hiring decision.’’ Can't ‘Unring the Bell.' Angela Preston, general counsel for EmployeeScreenIQ, a Cleveland-based employment screening and consulting firm, said employers targeted for intentional discrimination would have a difficult time disproving the allegation. At a minimum, Preston said the employer would be forced to acknowledge awareness that the applicant is a member of a protected class based on the social media search. “Once it is reviewed, it is really hard to unring the bell, so to speak,’’ Preston told Bloomberg BNA March 31. “Once the hiring manager or recruiter looked at the information, it is hard to prove he didn't consider it. It is hard to prove a negative. And the thing with social media and various websites is it is very easy to track who has looked at your profile. The web is a road map for who looked at what.’’ On a second front, Thomas and Preston said exclusive reliance on social media for recruiting might expose an employer to claims of disparate impact, alleging that the employer's recruitment and hiring process barred members of a protected class from being able to compete for employment. Thomas and Preston said the applicant could assert that the demographic profile of the employer's preferred social media channel eliminated members of a protected class from consideration. Similarly, the applicant might argue that the employer's exclusive reliance on social media to attract applicants had a discriminatory impact on a protected class of applicants without access to online technology. “If you are relying on only one source, or limiting your sources for the candidate pool, you could be excluding a protected class or putting a particular group at a disadvantage,’’ Preston said. Risks Remain Theoretical Despite these concerns, both plaintiffs' and defense attorneys working in the employment arena acknowledged that social-media-driven civil rights claims remain largely theoretical in the current environment. Brian E. Koncius, a partner with Bogas, Koncius & Croson PC in Bingham Falls, Mich., whose firm usually represents plaintiffs in employment matters, said he is unaware of any plaintiffs making such allegations. Failure-to-hire claims are inherently difficult for plaintiffs, he said. Given the wrinkles of new technology and a climate of relatively high unemployment, he said, such cases would be even harder to prove in court. “This is a new issue, it is interesting, it is sexier than some other things” in employment law, Koncius told Bloomberg BNA April 1. “But case law, due to the nature of the beast, is about two years behind. Things take time to work through the process. So it will take time to get cases, and rulings and appeals.’’ BEST PRACTICES and rest of article…; Added by Tim Spagnola at 9:41pm on April 21, 2014

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