ATC Summary

Over the last few days I have published a number of posts summarising the sessions at ATC that I attended. However I wanted to pull together an overall summary of my thoughts from the event. This was my first ATC, mainly as I had now been in the position to attend before due to my previous corporate life which was a pity as I think attending in previous years would have been good. Well no point looking back let’s look forward.

First question was ATC worth the money? Yes. Even in the light of this GFC thing.

So what did I get out of the event to justify my expense?

  • Attending the sessions, while not all were good I took something from most of them. I could not say which was the best session, they were all different.
  • Meeting other Australian commentators such as Phillip Tusing, Jo Knox for the first time.
  • Catching up with Russell Kronenburg from Pacific Brands over lunch on the first learning in detail about some of their social media activities. They are doing awesome stuff!
  • Hallway time with the US speakers, most of whom I had never met in person, such as Master Burnett, Dr John Sullivan, Kevin Wheeler, Gerry Crispin, Charles Handler, and Sue Polo.
  • Having several business, dinner and social engagements organised with Master Burnett, Kevin Wheeler and Gerry Crispin for when I am in San Francisco for the Social Recruiting Summit next month. None of which would have been possible without ATC.
  • Catching up with locals like Riges Younan, Ross Clennett, Phillip Tusing, and the boys from Happener.
  • Meeting Belinda and Danielle from Buchan and chatting about marketing and PR, Daneille joined a number of us for dinner one night.
  • Meeting the Deloitte’s team (James Elliott and Tanyth Lloyd) and many other Australian organisations who are doing exciting things.
  • Chatting with Karen Cariss and Simon Cariss from PageUp People, Simon for the first time.

So as normal with these types of events, the sessions are good but it is the networking that makes it valuable.

If you are in any form of talent management, sourcing or a corporate recruiter and you did not attend shame. For transactional 3rd party recruiters I can see limited value, but if you are a 3rd party recruiter who wants to be ahead of the competition again shame you did not attend.

Another final comment there were several sponsor sessions most were traditional let’s try and sell you on our product. The PageUp session was different. PageUp approached their slot with an attitude of let’s inform the audience about something, virtually unrelated to their product but important to the audience, Twitter. The result was after the session their stand was the busiest of any of the stands over the two days, other than Hudson where we all went for good coffee.

Next Year: Yes.

ATC: James Elliott National Recruitment Director Deloitte

James Elliott took the stage after lunch to give us a run down on Deloitte’s (Update: to clarify this is only the Australian operation and does not reflect the US operations.) recruitment function, specifically their Sourcing function. James indicated he was a little concerned about presenting, mainly because of the real time feedback that would be on Twitter. Some of my notes from the presentation are below:

  • Globally 160,000 people with $27 billion in revenue!
  • They got into sourcing because while operational excellence had meant recruiter efficiencies were up 50%, vacancies where still going up, something had to change
  • In 2007 while 3rd party agencies as a source were low their costs were still very high
  • The Deloitte definition of sourcing is:
    1. Identifying and mapping passive talent for current and future roles
    2. Approaching passive talent
    3. Maintaining talent pipelines through a systemised CRM cycle
  • As part of the move to sourcing they had two key learnings:
    1. Wholesale changes to recruitment processes were needed as sourced candidates need to be treated differently
    2. They had to focus on planning & forecasting which was much harder than first through. Lots of change management, and recruiting team structure to make the transformation possible
  • In general Australian resume databases are extremely poor in quality
  • While they use Taleo as an ATS, it is not a CRM (they use SalesForce) which they needed to:
    • Map competitions
    • Track contacts
    • Segment contacts
    • Manage ongoing CRM through tasks, reminders and emarketing
  • Deloitte’s sends out 4,500 e Newsletter a quarter to people in the CRM
  • The sourcers at Deloitte’s get their prospects from:
    • People who withdraw from the rtecruitment process
    • People who did not get a job they applied for
    • Graduates
    • Phone lists
    • Conference & professional associations
    • Name generation workshops
    • New hire competitor intelligence
    • Web search
    • And dumpster diving
  • Social Recruiting is starting to be used to:
    • Enhance brand & position as an innovative professional services firm
    • Engage external talent by offering an authentic insight into working
    • Leverage employees networks
    • Search for talent directly
  • Deloitte YouTube channel has had 25,000 views
  • They use Twitter to connect applicants to other Deloitte Twitter users in similar areas
  • Built a custom Facebook application called Join Me @ Deloitte to facilitate referrals. The application had 90% of employees install, good number of hires have come through but less than 3 figures even with that James felt the ROI was very good as it was cheap to build
  • As a source 3rd party recruiters provide the worse quality of hire whereas referrals are the best
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