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details on the event schedule, sessions and speakers.
This program, has been approved for 12.25 HR (General) re-certification credit hours toward California, GPHR, HRBP, HRMP, PHR, and SPHR re-certification through the HR Certification Institute.
The use of this seal is not an endorsement by the HR Certification Institute of the quality of the activity. It means that this activity has met the HR Certification Institute’s criteria to be pre-approved for recertification credit
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Talent Management Alliance LLC (TMA) is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for 8 PDCs for the SHRM-CPSM or SHRM-SCPSM. For more information about certification or recertification, please visit www.shrmcertification.org.
Kevin Rutherford, Chief Talent Officer for TalentLeap
The relationship between marketing and employer branding is clear. Applying marketing strategies to your branding and recruiting efforts successfully increases candidate attraction, broadens your brand messaging, and ultimately makes your recruiting efforts more successful. But where do you start? Who is responsible for creating and sharing content? How can you ensure that what’s being shared aligns with your brand and goals?Nando Rodriguez, Head of Employment Branding & Candidate Experience for Horizon Media
In this interactive workshop, Nando Rodriguez and Celinda Appleby will share the answers to these questions and give you the tools to create a strategy for your organization that you can start implementing right away by focusing on three important tenants: Strategy (developing and/or revising your employer brand strategy), execution (content creation), and activation (content calendars, scheduling and sharing).
Celinda Appleby, Global Head of Digital Recruitment and Employer Brand for Oracle’s Global Talent Acquisition Organization
We can all agree that when your hiring manager is engaged, the entire talent acquisition process is improved. Video interviewing technology is one of those investments that can apply in a number of ways, including partnering more closely with your hiring managers. Starting a high quality, interactive dialog between hiring managers and recruiters can go a long way toward defining a role, setting a strategy and getting it filled successfully. Working more closely together helps the recruiter better understand the team dynamic and unique culture the hiring manager has built. And, involving them in the hiring workflow helps them treat every candidate as an important future hire or future consumer.
This session will share a new advantage that emerges for video interviewing users. Think outside-the-box and consider this technology not only a way to boost your hiring process (enhancing candidate experience, saving time and making better assessments to name a few), but as a way to create better hiring managers.
What would you do if you starting your talent acquisition strategy, from start to finish – from scratch? Sally Beauty Supply currently has about 27 thousand employees, 4500 retail stores in the USA, and two recruiters… The retail workforce has traditionally been a post and pray recruiting environment, with a 90% turnover rate, but that’s about to change.Jeff Lupinacci, Vice President of Talent for Sally Beauty
Jeff Lupinaaci has the challenge of reinventing the company’s recruiting strategy in order to find and retain the right people, reduce turnover, and increase their employer brand awareness. He will share his plan to hire to their EVP by changing their sourcing process, revise their marketing and branding efforts to target and attract the right candidates, and new assessment methods to ensure they are hiring the right people, and still keep a lean team.
Talent acquisitions professionals are in the business of selling your company and the candidate, and influencing candidate behavior. To do this well, you need to know what’s going on in a number of different areas. However, because of “BIG DATA” we now have more information about everything. And with information comes power or at least powerful demands to provide insight into the minutest of detail. You can easily get lost in the sheer availability of so much information. With the demand for accountability growing daily, we need to better decipher what information is worth tracking and what information is just fodder. Unfortunately, HR as a group compared to other departments throughout the company has had a surprisingly late start in accepting and capitalizing on big data.
In this session we will provide you with an overview of some helpful metrics and at least one metric that you can take and own. One that you haven’t thought of before (or at least not thought of as important) and an ability to make sense of all of the data that’s whizzing about and what you might do with it. We will dive into four areas including: Marketing (employer branding), financial (costs and ROI), applicant flow, and recruiter performance.
Rodney Smoczyk, Director of Recruitment for McLane Company, Inc.
LinkedIn has become the go-to place for sourcing talent. But what if the talent you’re looking for isn’t on LinkedIn? It happens. What if you’re looking for a specific skill set in a specific location for a hard to fill requisition? Even more challenging. It’s time to get creative with sourcing both on and off social media.Katrina Collier, Social Recruiting Specialist and Trainer for Winning Impression
This session will explore alternative sourcing ideas outside of the usual places and processes. You will hear creative ideas for finding talent on and off social sites based on skill, associations, location and the breadcrumbs they leave online. You will gain practical tips that you can implement immediately into your direct sourcing strategies.
The candidates hired to be part of Mattress Firm’s recruiting team don’t have hiring experience, they aren’t knowledgeable in employment law, but they do have experience in the position they are selling to candidates, and they believe in and live up to the department’s five principles (pro-activeness, passion, communication, expertise, and accountability) and subsequent competencies. Learn how this, plus a top-notch recruiting strategy from attraction to hiring and engagement help to: Create and maintain a culture where people want to work, a reduction in turnover and an increase in sales, and employer brand awareness in an unglamorous industry.Abby Ludens, Vice President Talent Management for MFRM Family of Brands
Technology is changing rapidly, and hiring has become more and more competitive. Social recruiting has changed the recruiting game, recruitment has shifted to a more strategic business partner role rather than an order-taker… What is next for recruitment? During this panel discussion our guests will share their predictions about how recruitment will change and what we can do to prepare for what’s next.Panel Members:
Matt Charney, Executive Editor and Head of Content, Recruiting Daily
Steve Levy, Founder, Recruiting Inferno Consulting
Michael Goldberg, Director, Talent Acquisition National Center, American Heart Association | American Stroke Association
Pete Radloff, Principal Technical Recruiter, comscore Inc.
Kevin Rutherford, Chief Talent Officer for TalentLeap
One of the challenges faced by most organizations is to authentically communicate its value proposition to many different audiences. The rise of social media and the transparency it brings to the workplace has highlighted disconnects between who an organization says it is and what it is in reality. Traditionally, companies created customer, corporate and employee value propositions in silos. Because of this the messaging isn’t always synchronized and ends up feeling like many different stories, instead of several chapters from the same book. This can affect the overall brand of the organization from employee and candidate perspectives: leading to bad candidate experiences, low employee engagement and increased voluntary attrition.Amy Albright, Director of Global Recruiting Operations for CH2M
Last year, CH2M (formerly HILL) shared their journey toward an integrated digital brand strategy including how they joined forces between marketing and talent acquisition, secured executive buy-in, defined purpose for the organization, and created a unique view of the organization’s value proposition. One year later, after completion of various aspects of their re-branding strategy they will re-join us and share the impact of their journey, where they had to adjust their strategy, and what’s next.
"It's in the job description - what else do you need to know?" This and other alternative dismissive phrases are the hiring manager's way of telling you to quit talking and start sending them résumés. So you post – and you pray. Is it possible there's another way? This session will present a specific intake process with all its elements, including specific questions to ask during the Sourcer-Recruiter-Hiring Manager session. It doesn't focus solely on the hiring manager but also incorporates the collective intelligence of all group members – which when taken together, dramatically increases the size of the talent pond.Steve Levy, Founder, Recruiting Inferno Consulting
The hiring manager isn’t fast enough with the interviewing process. The hiring manager doesn’t have a sense of urgency once we provide them candidates. The hiring manager doesn’t understand it’s the candidate’s market right now, not the employer’s. Do any of these statements sound familiar? Have you thought, or expressed them? Your relationship with your hiring manager can either work like a well-oiled machine and seem almost intuitive, or feel very frustrating. There are many factors that can influence this and we’re going to look at all of them, and then discuss how you can eliminate the negative, foster the positive, and help create a trusted advisor.Michael Goldberg will share how he has developed processes that include the hiring manager’s needs thus increasing engagement, shifted the mindset of the relationship (How do I fill a role? Vs. How can I serve a hiring manager that needs to fill a role?), and as an end result created trusted advisors instead of adversaries.
Ensuring that new employees adjust to the social and performance aspects of their job starts well before their first day of employment and its success requires cooperation and collaboration between recruiters, the HR team, and hiring managers.In this session we’ll discuss how to train and support your talent acquisition partners and hiring managers in order to create onboarding success at your organization. We’ll explore who should have responsibility for ensuring new employees have clarity regarding their roles and performance expectations, discuss the importance of cultural assimilation, and highlight ways recruiters and hiring managers can assist new hires in the process of establishing critical relationships and accessing informational networks.
This town hall style panel will bring back speakers in an open-dialog setting. Ask any unanswered questions in this open discussion.
Various Speakers From the Event
In 2014, Matt McDonald and his AVP in IT proposed an IT Recruitment Rotation where they would bring someone from their IT Community and have them work in recruiting with the objectives to: Increase the number of qualified applicants as a result of improved digital strategy, community engagement and internal sourcing, decrease the amount of time that it takes to fill open positions as a result of pre-built pipelines, warm-sourced candidates and improved job visibility, and improve customer (applicants and hiring leaders) experience as a result of additional touch points, more in-depth consultation and more timely response.Key take-aways from this session will highlight: How this rotation has strengthened the partnership between recruiting and the internal IT department by inviting one of their own to sit in the recruiter chair and act as an ambassador to educate IT on the strategies and challenges of recruiting in an extremely tight market resulting in strengthened relationships, how it has resulted in the implementation of successful initiatives aimed at improving the hiring process for both candidates and leaders, and the impact on the recruiting team.
Matt McDonald, Lead IT Recruiter, Principal Financial Group
It doesn’t matter what industry you’re in, there’s no doubt you’re competing with a lot of people for the same talent and in the same pools, possibly even using the same Boolean search strings! Though Kforce is armed with a large ATS/CRM full of talented professionals, they realized that social media offers an exponentially larger pool of talent. They made the decision to create a comprehensive, cutting-edge training program to empower each associate to best leverage social media to attract, search for, and engage with talent.Allison Kruse and her team created the Kforce Social Media Academy with the goal of creating an internal learning system that allows the “students” to take the courses in order, tracks completion of assessments, and awards certificates. The next step was to share the system and employ it in their 62 locations across the USA. Allison will share with us her strategies for convincing leadership to use social media, how she created the academy and rolled out its usage, its impact on the organization and their recruiting efforts, and how her team overcame obstacles along the way.
Recruitment tech is constantly evolving and there’s always something new to try. Do you need to use everything? What’s fad, what’s not? Do your future recruits even care? Is tech helping or hindering hiring?
Katrina is going to inspire you to make quick, cheap and cheerful changes that will help ease the pain of your recruitment, whether you want to attract more people or get people to deselect themselves out. You’ll leave the session with tangible ideas that you can adapt to your company’s hiring needs.