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<p>Foreword ix</p> <p>Talent Management as a System in the Organization x</p> <p>The Systems Approach to Talent Management ix</p> <p>The Talent Management System—Building Block of the Human Capital Asset xii</p> <p>What Makes Talent Management Possible? xiii</p> <p>Introduction 1</p> <p>Workforce Dynamics 1</p> <p>The Talent Management Process 5</p> <p>Trends 7</p> <p>Risks 8</p> <p><b>Chapter 1: The New Primacy of Talent 11</b></p> <p>Impact on Organizations 13</p> <p>The Talent Management Organization 16</p> <p>Asset: A Valuable Item That Is Owned 18</p> <p>But Can Talent Be Managed as a Resource? 20</p> <p>The Talent Management Imperative: People and Technology 23</p> <p>The Evolution of HR in the Organization 24</p> <p>Demographic Uncertainties 25</p> <p>Competition for Foreign Skilled Workers 30</p> <p>Conclusions 34</p> <p><b>Chapter 2: Best Practices in Technology-Enabled Talent Management 35</b></p> <p>Online Recruiting and the Birth of Talent Management Systems 35</p> <p>The World Wide Web 37</p> <p>Talent Management Defined 38</p> <p>Summary of Best Practices in Talent Management 39</p> <p>Basic Best Practices 40</p> <p>Advanced Best Practices 42</p> <p>The Selection Process 47</p> <p>Customer References 49</p> <p>Vendor Visits 50</p> <p>After Selection 51</p> <p>Conclusions 52</p> <p><b>Chapter 3: Corporate Career Site Best Practices 53</b></p> <p>Branding 57</p> <p>Utility and Information 61</p> <p>Self-Selection, Screening and Sorting 63</p> <p>Employee Testimonials 66</p> <p>Intranet Career Sites 68</p> <p>Candidate Experience, Diversity and Relationship Management 69</p> <p>Viral Marketing 71</p> <p>Specialized Recruitment Sub-Sites 72</p> <p>Navigation and Ease of Use 75</p> <p>Global Recruiting 77</p> <p>Corporate Career Sites: A Final Note 77</p> <p>Conclusions 81</p> <p><b>Chapter 4: Talent Management Solutions: Overview 83</b></p> <p>The Three Types of TMS Vendors 84</p> <p>TMS: The Basics 88</p> <p>The Supply Chain Analogy 91</p> <p>Global-Ready TMS 97</p> <p>Resume Processing 98</p> <p>TMS and the Intranet 101</p> <p>ROI 102</p> <p>Conclusions 107</p> <p><b>Chapter 5: Screening, Sorting and Ranking Applicants 109</b></p> <p>Self-Selection through Online Job Advertising 112</p> <p>Prescreening Questionnaires 115</p> <p>Profiling Candidates’ Skills, Competencies, Education and Experience 117</p> <p>Advanced Automated Screening and Sorting 117</p> <p>“Off-the-Shelf” Skill Libraries 119</p> <p>Assessments and Online Testing 120</p> <p>Background Checking 123</p> <p>Conclusions 125</p> <p><b>Chapter 6: Searching and Candidate Sourcing 127</b></p> <p>Candidate Mining on the Web 137</p> <p>Automated Employee Referral Plans 141</p> <p>Intranets 142</p> <p>Conclusions 145</p> <p><b>Chapter 7: Talent Relationship Management and Workforce Planning 147</b></p> <p>Workforce Planning 154</p> <p>Conclusions 162</p> <p><b>Chapter 8: Legal, Ethical and Fairness Concerns in E-Recruitment 163</b></p> <p>Choosing the Right Tests 164</p> <p>Accessibility 166</p> <p>Workers with Disabilities 167</p> <p>Privacy 168</p> <p>Equal Employment Opportunity, Affirmative Action and Talent Management Systems 170</p> <p>Making It Easy 170</p> <p>Select the Right TMS for the Job 171</p> <p>Establishing EEO Capture in Your TMS Workflow 172</p> <p>Conclusions 177</p> <p><b>Chapter 9: Contingent, Contract, Temporary and Hourly Workers—Total Workforce Acquisition 179</b></p> <p>Contingent Workforce Management Automation 180</p> <p>The State of the VMS Industry 182</p> <p>VMS Value 183</p> <p>Specific VMS-Enabled Cost- and Time-Savings Potential 185</p> <p>A Note of Caution 188</p> <p>Management of the Process and Technology 189</p> <p>Pricing Models 190</p> <p>Other CWM Technologies and Tools 191</p> <p>Staffing Exchanges 192</p> <p>Professional Employment Organizations 193</p> <p>Implications of CWM for Human Resource Professionals 195</p> <p>Hourly and “High Volume” Workers 196</p> <p>Integrated Contingent, Hourly and Permanent Workforce Acquisition 200</p> <p>Conclusions 204</p> <p><b>Chapter 10: Outsourcing 205</b></p> <p>Offshore Outsourcing 215</p> <p>The Disadvantages 217</p> <p>Conclusions 218</p> <p><b>Chapter 11: Usability, Implementation, Data Security and Reporting—Talent Management System Essentials 219</b></p> <p>Ease of Use 219</p> <p>Employee Portals/Self-Service 223</p> <p>Configuration and Customization 227</p> <p>Planning, Change Management and Implementation 229</p> <p>Integration and Open Source Software 230</p> <p>Application Service Providers 232</p> <p>Security of Data 234</p> <p>Reporting and Metrics 235</p> <p>Customer Service and Technical Support 237</p> <p>The TMS Team 238</p> <p>Internal Resources 238</p> <p>Choosing a TMS Vendor 240</p> <p>Conclusions 243</p> <p>Index 247</p>

<b>Allan Schweyer</b> is currently Executive Director of the Human Capital Institute in Washington, D.C. He is a regular contributor to HR.com, the world’s leading portal for human resources information, where he provides research and analysis on the staffing and e-recruitment industries. Allan also consults with large organizations on HR strategies, specializing in e-HR projects.<br /> Allan has been involved in HR technologies since 1994 when he pioneered e-recruitment solutions for Human Resources Development Canada. He subsequently directed the award-winning National Graduate Register, Campus WorkLink, and SkillNet.ca projects, which introduced the concept of applicant tracking and advanced screening to job boards and "career networks" to job seekers. In 1999, Allan co-founded the On-line Recruiters’ Association of Canada. In 2000 and 2001, he worked with Reed Business Information in Boston to build information portals for technical professionals, while attending graduate school at Harvard University.

<p>TALENT MANAGEMENT SYSTEMS</p> <p>Talent builds world-class products and services, nurtures customer relationships, invents new processes and improves existing ones. Talent inspires, coaches, and leads. Talent builds an organization’s reputation, and over time companies of all stripes will or won’t become valuable because of their talent. To survive in the knowledge economy over the long term, organizations must become focused on managing talent as their most critical resource, and must turn to modern human resources technologies in order to manage their workforce as carefully as they would any physical asset. <p><i>Talent Management Systems</i> explains the transformation Web-based technologies have brought to workforce acquisition and management. It examines proven and leading-edge best practices that can improve your organization’s ability to expertly attract, recruit, motivate, develop, and retain staff. And it reveals the tactics and strategies organizations can use to remain competitive in this arena, including: <ul><li>Online recruiting</li> <li>Building a career site on the corporate Intranet</li> <li>Specialized recruitment sites</li> <li>Automated screening, sorting, and ranking of candidates</li> <li>Building skill libraries and profiling competencies</li> <li>Online assessment and testing</li> <li>Selecting the right Talent Management System for the job, and choosing a TMS vendor</li> <li>Outsourcing</li> <li>Legal, ethical and fairness concerns in e-recruitment</li></ul> <p>No industry has made better use of Web technology than Human Resources, particularly in recruitment. Some of the Internet’s best known and most successful brands (for example, Monster^®, CareerBuilder^™, and HotJobs^®) are career sites used by millions of jobseekers and hundreds of thousands of employers. Most organizations also understand the advantages of operating a corporate career site and in building their employment brand. <p>However, despite this early and rapid adoption of technology by human resource professionals, most are just scratching the surface of what technology is available and how it can be used to give an organization competitive advantage. By mastering a talent management system, organizations can: <ul><li>Reduce their average time to hire</li> <li>Become more competitive employers</li> <li>Avoid the lost productivity and momentum that arises when a position lies vacant</li> <li>Build rapport, interest, and trust with individuals from the time they apply, throughout the hiring process, during their employment, and even after they leave the organization</li> <li>Manage all aspects of the “total” workforce—external candidates; salaried, hourly, and temporary employees; and even independent contractors.</li></ul>

<b>Praise for <i>Talent Management Systems</i></b> <p>"We're at the brink of the next global battle in the war for talent, and companies with a firm grasp on today's technologies, and the best view over the horizon, are positioned to win. No one understands the intersection of talent and technology better than Allan Schweyer and, as this book demonstrates, no one tells us the story as clearly as he. This is an essential read and an important work in the now-critical discipline of human capital management." — Michael Foster, CEO, AIRS, and Author of <b>Recruiting on the Web</b></p> <p>"Allan Schweyer has been on the leading edge of recruitment technology since the dawn of the Internet. In many ways the Internet has created more confusion than solutions for the world of recruiting and talent management. It has certainly made things more complex. HR professionals and even company presidents have become desperate for clarity on the future of talent management—Allan Schweyer’s book provides that clarity and establishes him as the authority on web-based hiring and talent management. No major implementation decision should be made without this invaluable guide."— Graham Donald, President, <b>Brainstorm Consulting</b></p> <p>"Talent management has suddenly gone from being a nice idea to a core business function. No one knows more about this new function, and the technologies that make it possible, than Allan Schweyer."— David Creelman, Senior Contributing Editor, <b>HR.com, and Independent Human Capital Analyst</b></p> <p>"Once again, Schweyer has produced the best writing in North America on this subject, which I’ve covered for fifteen years." — Bill Kutik, Technology Columnist, <b>Human Resource Executive</b></p> <p>"As corporate executives quickly come to the shocking realization that the global workforce—and how that talent is managed and developed both locally and globally—will almost unilaterally determine their future success in global markets, few workforce experts have bothered to provide business leaders with a useful compass and map for the next chapter of workforce management. Mr. Schweyer generously and eloquently provides the talent compass and workforce map for the first pragmatic steps of the new global journey." — John Chaisson, CEO, <b>Global Workforce Solutions</b></p>

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