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Growth at Scale: Talent Pipelines and Proactive Sourcing at Wayfair

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Beamery
Beamery

The document discusses scaling up the Sourcing function at Wayfair in 2018. The goals are to move from ad-hoc recruiting to centralized talent development and produce the volume of quality talent needed for growth. Key objectives include identifying and generating talent supply, evolving processes and technology, and driving strategic direction. Metrics like time to fill, cost per hire, and engagement rates will be used to measure progress.

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October 2018 Growth at Scale: Talent Pipelines and Proactive Sourcing
2018 Goals: scaling up the Sourcing function CHALLENGE Move from ad-hoc, bespoke recruiting to centralized, supply generation & talent pool development GOAL Produce volume of quality talent required to enable Wayfair’s growth by generating, nurturing & analyzing the top of the candidate funnel. 1. Grow and develop team a specialized team 2. Expand TA’s use of data and technology 3. Measure twice, source once 4. Influence and measure our employer brand
2018 Goals: scaling up the Sourcing function Produce volume of quality talent required to enable Wayfair’s growth Objective Identify and generate talent supply Evolve TA processes and technology Drive strategic direction of TA activities Key results Increasing the talent database by 15% quarterly Increasing active channel distribution by 10% quarterly Dedicated resources generating talent supply by 30% in key areas Decreasing time to fill by 15% in key areas quarterly Increasing recruiter efficacy by 20% before EOY in key areas Driving consistent cost per prospect, applicant and hire decreases quarterly Identify high value sources of talent repeatedly (structure, viability, getability) Enabling quality assessment to increase funnel conversion %s Increasing profile based response and engagement %s in key areas
Talent Community Management Talent Market Intel Partner & Agency / Channel Management Tech Enablement Engage & maintain attraction of talent pools while boosting employment brand of Wayfair Enable intelligent business & people strategy decisions by better understanding talent markets Build talent pool relationships and leverage brand partnerships to further pipeline & brand goals Leverage emerging & best-in-class technologies to increase effectiveness of talent discovery, attraction, engagement & assessment Pipeline & Lead Generation Provide consistent quantity of quality candidates to enable business growth The sourcing ecosystem Talent Community Management Content Creation Talent Pool Dev. Employer Branding Candidate Generation Lead Production Pipeline Management Outreach Talent Market Intel Forecasting Analytics Diagnosis Optimization Data & Process Data & Process Reporting & Insights Cold Leads Reporting and Insights Warm Leads 12 3
Structuring the TA tech stack Insights & Awareness Network 1 Network 2 ... Enablement/Operations Solution 3 Solution 4 Sources Provider 1 Provider 2 Provider 3 ... Enrichment Solution 1 Solution 2 ... Talent Engagement platform ATS
ADOPT TRIAL ASSESS HOLD 2 1 3 4 7 8 9 10 11 12 13 14 20 21 22 25 23 24 26 35 36 37 38 Systems ADOPT 1. Talent Engagement platform 2. ATS X TRIAL 3. Vendor A ASSESS 4. Other ATS or CRM Enrichment & Enablement ADOPT 7. Vendor G 8. Vendor H TRIAL 9. Vendor I 10. Vendor J ASSESS 11. 12. 13. HOLD 14. Sources ADOPT 20. Vendor B TRIAL 21. Vendor C 22. Vendor D 23. Vendor E ASSESS 24. Vendor F 25. 26. Insights & Awareness ADOPT 35. Vendor K 36. Vendor L TRIAL 37. Vendor M ASSESS 38. Vendor N TATechRadarOct2018
Identification Outreach Engage Nurture Screen Assessment Hire Onboarding Candidate Lifecycle R Key S TM Candidates Prospects Time to Fill Cost of Hire Hires x Recruiter Time to Engage Engagement % Job Applications x Candidate % Prospects Formerly Candidates Key Metrics Expectations Quality of Hire
Sourcing Team role across the funnel: hunting vs farming Awareness Outreach Application Introduction Screening Onsite Interview Offer Hire • Consistent employer branding and value propositions • Centralized and all encompassing data analysis, from first contact to hire • Optimized via technology • Testing capability (i.e., ‘we win or we learn’) • Cross-functional and collaborative across Wayfair Value of Strategic Sourcing TA Key Sourcing Re-Engagement Identification
2018 Expectation metricsResponsibilities Prospect & Candidate Funnel 1mn+ Prospects Unengaged Engaged Active Candidate Assessment Hire Talent Community Management Insights / Advisory TA Analytics Talent Acquisition Candidates • Annualized • Total talent asset • Responded, in process of nurturing, in talent communities • Interested in job opportunities, in process of matching, in recruiter review • Candidate (not application), in w/ recruiter for evaluation for specific role • Candidates hired into any role Cold Leads Warm Leads Prospects Candidates Wayfairians 20% 15% 30% 6%
How to maintain interest in sourcing throughout TA Org COMPANY X COMPANY Y COMPANY Z COMPANY T Company 1Comp.2 Company 3 sourcing
Sustaining engagement in new technology X person ABC the TEP Talent Engagement Platform (TEP) internal newsletter Bites from the TEP TEP
Ongoing learning and development TEP and recruiting Vendor: 60
Growth at Scale: Talent Pipelines and Proactive Sourcing at Wayfair

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Growth at Scale: Talent Pipelines and Proactive Sourcing at Wayfair

  • 1. October 2018 Growth at Scale: Talent Pipelines and Proactive Sourcing
  • 2. 2018 Goals: scaling up the Sourcing function CHALLENGE Move from ad-hoc, bespoke recruiting to centralized, supply generation & talent pool development GOAL Produce volume of quality talent required to enable Wayfair’s growth by generating, nurturing & analyzing the top of the candidate funnel. 1. Grow and develop team a specialized team 2. Expand TA’s use of data and technology 3. Measure twice, source once 4. Influence and measure our employer brand
  • 3. 2018 Goals: scaling up the Sourcing function Produce volume of quality talent required to enable Wayfair’s growth Objective Identify and generate talent supply Evolve TA processes and technology Drive strategic direction of TA activities Key results Increasing the talent database by 15% quarterly Increasing active channel distribution by 10% quarterly Dedicated resources generating talent supply by 30% in key areas Decreasing time to fill by 15% in key areas quarterly Increasing recruiter efficacy by 20% before EOY in key areas Driving consistent cost per prospect, applicant and hire decreases quarterly Identify high value sources of talent repeatedly (structure, viability, getability) Enabling quality assessment to increase funnel conversion %s Increasing profile based response and engagement %s in key areas
  • 4. Talent Community Management Talent Market Intel Partner & Agency / Channel Management Tech Enablement Engage & maintain attraction of talent pools while boosting employment brand of Wayfair Enable intelligent business & people strategy decisions by better understanding talent markets Build talent pool relationships and leverage brand partnerships to further pipeline & brand goals Leverage emerging & best-in-class technologies to increase effectiveness of talent discovery, attraction, engagement & assessment Pipeline & Lead Generation Provide consistent quantity of quality candidates to enable business growth The sourcing ecosystem Talent Community Management Content Creation Talent Pool Dev. Employer Branding Candidate Generation Lead Production Pipeline Management Outreach Talent Market Intel Forecasting Analytics Diagnosis Optimization Data & Process Data & Process Reporting & Insights Cold Leads Reporting and Insights Warm Leads 12 3
  • 5. Structuring the TA tech stack Insights & Awareness Network 1 Network 2 ... Enablement/Operations Solution 3 Solution 4 Sources Provider 1 Provider 2 Provider 3 ... Enrichment Solution 1 Solution 2 ... Talent Engagement platform ATS
  • 6. ADOPT TRIAL ASSESS HOLD 2 1 3 4 7 8 9 10 11 12 13 14 20 21 22 25 23 24 26 35 36 37 38 Systems ADOPT 1. Talent Engagement platform 2. ATS X TRIAL 3. Vendor A ASSESS 4. Other ATS or CRM Enrichment & Enablement ADOPT 7. Vendor G 8. Vendor H TRIAL 9. Vendor I 10. Vendor J ASSESS 11. 12. 13. HOLD 14. Sources ADOPT 20. Vendor B TRIAL 21. Vendor C 22. Vendor D 23. Vendor E ASSESS 24. Vendor F 25. 26. Insights & Awareness ADOPT 35. Vendor K 36. Vendor L TRIAL 37. Vendor M ASSESS 38. Vendor N TATechRadarOct2018
  • 7. Identification Outreach Engage Nurture Screen Assessment Hire Onboarding Candidate Lifecycle R Key S TM Candidates Prospects Time to Fill Cost of Hire Hires x Recruiter Time to Engage Engagement % Job Applications x Candidate % Prospects Formerly Candidates Key Metrics Expectations Quality of Hire
  • 8. Sourcing Team role across the funnel: hunting vs farming Awareness Outreach Application Introduction Screening Onsite Interview Offer Hire • Consistent employer branding and value propositions • Centralized and all encompassing data analysis, from first contact to hire • Optimized via technology • Testing capability (i.e., ‘we win or we learn’) • Cross-functional and collaborative across Wayfair Value of Strategic Sourcing TA Key Sourcing Re-Engagement Identification
  • 9. 2018 Expectation metricsResponsibilities Prospect & Candidate Funnel 1mn+ Prospects Unengaged Engaged Active Candidate Assessment Hire Talent Community Management Insights / Advisory TA Analytics Talent Acquisition Candidates • Annualized • Total talent asset • Responded, in process of nurturing, in talent communities • Interested in job opportunities, in process of matching, in recruiter review • Candidate (not application), in w/ recruiter for evaluation for specific role • Candidates hired into any role Cold Leads Warm Leads Prospects Candidates Wayfairians 20% 15% 30% 6%
  • 10. How to maintain interest in sourcing throughout TA Org COMPANY X COMPANY Y COMPANY Z COMPANY T Company 1Comp.2 Company 3 sourcing
  • 11. Sustaining engagement in new technology X person ABC the TEP Talent Engagement Platform (TEP) internal newsletter Bites from the TEP TEP
  • 12. Ongoing learning and development TEP and recruiting Vendor: 60