• http://www.magicmethod.ning.com Maureen Sharib

    I used to say that databases aged at 20% a year. With this economic tsunami that’s passing over us I’d estimate that most databases are 50% defunct over last year’s entry and when this is over will probably be in the 75% range of uselessness.

    Now, that’s not to say that those people haven’t gone somewhere else. But without home/cell/personal e-mail info it’s going to be mighty hard to track these people forward, even with today’s technology. This is one reason why I foresee a huge future need for sourcing to correct the inaccuracies contained within many of those databases.

    In many instances it might be easy to just start over. If you choose this route, make every effort you can to get the personal information I talked about above into the entries. You’ll be glad you did.

    Social networking sites that emerge in the near-term are going to be ever-more valuable as their membership bases are going to be fresh. Go ahead and try to find someone these days on Zoom, spoke or LinkedIn. The chances are better than 50% in many instances that the person is no longer “at” the last place they listed themselves. It’s going to get worse as these databases age more. Gettin’ old ain’t pretty.

  • Joshua Letourneau

    Establishing talent communities (notice I use this in the plural) within an organization is a good idea. The challenge is moving from the planning stage to the execution stage. VPs’ and Directors of Talent Acquisition often don’t see the speedbumps and obstacles encountered by the (typically) junior-level recruiters who wind up ‘handling the channel’.
    Talent communities are also an investment, both directly and indirectly. The truth is that there are only so many critical and pivotal roles at an organization in which a business case can be justified in the first place. Can you justify a talent community aimed at Admin Assistants? Probably not. However, how about a talent community aimed after developers talented within a new application suite your organization is implementing? Probably . . . particularly if we’re talking the huge dollars associated with enterprise suites such as SAP.
    A single community (typically a FB group) that extends the (typically) singular, overarching employment brand is nothing more than much of the same. Also, consider who “owns” the community.?. Or do you own one subgroup while I own another? What about potential liability . . . such as the turned-down Gen-Y’er that decides to blast the organization because they are disgruntled? One must consider the totality of community concept.
    Within competitive talent niches and nooks, potential candidates are looking for specialized (and sometimes, customized, such as Deloitte’s mass career customization model) Employer Value Propositions. The days of one-line EVPs’ are gone with the Brontosaurus. Talent doesn’t want to hear platitudes of yesteryear – increasingly, they want to know what you can do for them in this newfound “Free Agent Nation”.
    What I’m describing here is market segmentation and a portfolio approach to talent acquisition. There may be zero business case for Talent Pool A . . . however an overwhelming one for Talent Pool Z.
    P.S. I don’t believe we can make any form of accurate assessment as to how quickly a db ages – there are many variables involved. For example, there is little to nothing in common between GM’s db and Accenture’s. However, I have seen recent data that suggests that average tenure per position has dropped to 14 months today, versus 28 months just 5 years ago. This is a staggering statistic . . . at least for me personally.

  • K.C. Donovan

    This is a terrific article – our business is predicated upon managing Talent Communities by function and level for our clients (all by direct contact using the latest technologies), and Kevin hits all the right notes with his advice. We made Talent Community Management our business model predominantly based on the fact that our clients were getting swamped with thousands of applicants each month and could not manage to keep up – let alone build any sort of Network. Their databases quickly became out of date and they didn’t have the time to do much more than send an automatic thank you and work on open reqs. Around our neck of the woods – database – is a dirty word…

    We are so convinced of the value of Talent Communities that we are launching an online Talent Community site this summer…

  • Ross Clennett

    Absolutely spot on, Kevin. As an external recruitment trainer/coach I can echo your comment;

    ‘Recruiters frequently tell me they have a talent community, when further investigation reveals that they have a huge database of people they do not know at all’

    Why recruiters spend 95% of their ‘candidate’ time trying to find new candidates rather than talk to the candidates they already know, is beyond my comprehension.

  • Kelly Magowan

    A great article Kevin with many varied and valid comments offered. Whilst some organizations are volume and transaction orientated, others are starting to segment their talent pools and are seeing the value in developing relationships. They understand that more is not necessarily better and that quality connections, communication, trust and relationships are now what matters.

    Unfortunately we live in an age of excess. This is reflected even in how organizations recruit. They buy everything in bulk from job ads to big recruitment databases, add on software and spend a lot of money doing so. Perhaps they feel they need to get their money’s worth by filling them with thousands of candidate resumes! This is the easy (though costly) way to recruit however it does not necessarily translate into attracting the best people.

    No doubt we will see more organisations develop Talent Communities over the coming months as now is the ideal time for them to be doing so.

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  • Carly Eriksen

    “What proves to always be the hurdle that is hardest to overcome is the resistance of recruiters to using the tools and embracing the concept as a way to do what they do better than ever.”

    I always find this the most challenging part of any implementation of a proactive sourcing solution and one that requires constant education and motivation of the team. Ensuring their KPIs reflect the use of the technology seems to be the only way to ensure they do.

  • Martin Snyder

    Cell phone numbers now stay the same- in fact its a little game folks have to find out where you were in the early 2000’s by your original cell phone area code and exchange, regardless of where you might be now….

    Also it’s a semantic difference between a database and a talent community if all you are talking about is auto-updating via email campaigns- that’s a database feature (an important one, no doubt). Many of the key features in our solutions are built for that purpose, but the practice of actually getting to know candidates (or would-be candidates) on a personal level is a whole other story.

  • http://www.groupereye.com David Rodriguez

    This article is right on the money. I couldn’t agree more about the need for a change in the current system. Engaged talent communities make sense on every level for both students and employers.

    This is exactly what we are going to do at GrouperEye.com (http://www.groupereye.com/launchprogram/). By providing an avenue for companies to seek, engage, and retain talent we hope to change the current model of recruiting.

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