Allan Schweyer 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. 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.

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

Allan Schweyer 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. 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.

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

Allan Schweyer 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. 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.

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