To battle these issues, employers are exploring options such as: retaining retirees, immigration hiring, retention raises, talent increases from buyouts, the use of offshore workers, hiring displaced workers from other industries, and targeting competitors.

Brown Shoe has come up with another solution.

Our program identifies up-and coming talent by grooming them into a leadership path. Brown Shoe has been developing a program we call ACT (Accelerated Career Track), designed to attract top college graduates looking for an opportunity to prove themselves worthy to move up the corporate ladder. ACT pays for a remote MBA from the University of Florida and seeks to develop these individuals professionally, with an ultimate goal of movement toward management/director level positions. This innovative hiring method is designed for highly motivated and hard-working graduates who are willing to relocate multiple times, learning several areas of the Brown Shoe wholesale and retail business.

In this new program, as with our other programs for developing talent, our philosophy is one of investment. This strategy is not without risk, since not everyone will be able to fulfill our challenging requirements along the way.

This strategy is consistent with our overall objective to build a staff of high-potential employees who are planning for, and working toward, a future in the organization. We are attempting to grow our business by delivering an internal pipeline that includes a diverse mix of talent. We believe that by providing a variety of experiences in many areas of the company, these hires will have the opportunity to develop the skills necessary to become strong leaders. The ACT program is a tool we have created to fulfill business needs, but it may also reshape how we attract and use our talent pipeline in the future.

How ACT is Different

Many employers who provide traditional internships give students a corporate overview or temporary employment that supplies the employer coverage in an entry-level position in one department. While these programs give students an understanding of the corporate structure, most employers don’t look to these talented students beyond a summer. Although our program starts after graduation, employers can implement a program like this as the next step for a previous intern. The view a student gains into an organization can be taken to the next level by setting expectations and diversifying their experiences.

ACT participants receive real-world experience in a variety of skills so it is not about becoming an expert in any one area. These employees take the knowledge gained in one department and apply it in their next role. In this structure, they are allowed to make mistakes, grow from them, and apply those learnings in their next position. Because they learn the basics of how a product is sold on the front end, it will allow them to make knowledgeable decisions as they grow. Ultimately, they will comprehend all the areas they have worked in and understand the part they play in affecting the larger complexities of the business.

These individuals will work in areas they may not have considered previously as a career option for themselves. Some of the positions may be extremely difficult, and honestly, they may not even enjoy each one. When selecting the rotatation of roles for each participant, the positions are not determined solely by what the individual is best suited for long-term. As they face challenges in each role, they learn about themselves, and we learn where they can contribute most in the future.

How It Works

After first round interviews are conducted on campus at six schools, we select candidates to move forward. In the second round of interviews, Brown Shoe hosts an event where eligible students are brought into our office. The interviewing students meet each other, and they interact with our executives. They also complete individual interviews with teams of senior managers. Each team focuses their behavioral questions on one area. Unlike traditional interviews, where every aspect of the candidate’s fit is evaluated by each interviewer, the team gives feedback on just one success factor. From these interviews, finalists are chosen to complete a Psychological Associates assessment. This evaluates their current problem-solving skills, leadership style, and work-related characteristics, with subsequent evaluations to be performed to track their development. After a Psychological Associates professional gives us feedback on each assessed candidate, Brown Shoe uses all the gathered information to make final selection decisions.

Our program started three years ago, and we currently have 24 participants. To manage the program, we have a human resources ACT representative that works closely with everyone involved. They have regular conference calls with each participant to review how the current position is going, what they are learning, and to decide what should be considered as their next role. Those involved also complete and turn in monthly journals to assist in monitoring their progress. The supervisors provide performance reviews to further assist in determining areas of strength and opportunity.

To assist in determining what role they should be in next, we have them shadow employees in departments they may be interested in, and we discuss the benefits of working in the area. When a position is decided on, they are provided training as they transition out of their previous role.

ACT participants interact with each other within the initial interview process as well as attending training at our St. Louis corporate office twice a year. This training includes professional development, communication styles, coaching, supervisor skills, and others. The HR representative manages four conference calls a year with all ACT participants to touch base and discuss topics of interest. They also communicate with each other on Sharepoint. This allows them the opportunity to be involved with different discussions, turning to each other for feedback and support. We have found that many of them communicate offline with each other as well.

We provide each person an executive mentor whom they meet during onboarding. They complete a workshop allowing them to connect and they both sign a contract agreeing on how often they will talk, as well as setting expectations and determining how they can best work together. They are also allowed two trips a year to visit each other. Selection of the mentor/mentee is based on personality and areas for development, as this is also seen as a development opportunity for the mentor.

Brown Shoe covers the cost of a remote MBA from the University of Florida. Since we have a strong partnership with the University of Florida, we know exactly what is being taught to ensure our program compliments their education. Much of the training is online and it includes four trips to the school each year. Our initial interview and selection process involves students from six schools and we work closely with the Jackie Robinson Foundation. After working closely with each school to assist us in the promotion of ACT and by attending job fairs, we are now considered a sought after and competitive program.

The biggest challenges in getting a program like this running is in having all the moving pieces work together while getting buy-in from the rest of the company. The development of materials that support the program and allowing others to understand the process is critical to success. Being creative with your positions as they function within the organization is also a big challenge. As with any program, it has to come from the top with the expectation of acceptance. Over time, those involved will see the benefits and become the biggest advocates for the success of the program and for the people they have had a hand in developing.

By proactively using a combination of strategies, we are hiring those who represent the customers we serve to ensure future success. As the demographics of business change, we have to act now to attract and develop a diverse, skilled, and motivated workforce. With recruiting that focuses on succession planning and training, we believe this is a unique tactic for the battle ahead.

The decision of whether or not to hire additional recruiters can be a struggle. During hectic times, the workload can be overwhelming. It can seem like an easy solution to increase the flow of resumes by opening up positions to numerous agencies. However, it is important to educate these staffing firms on the details of the job, the process, and the environment. Without this knowledge, they won’t have the information they need to deliver quality candidates. Using third parties can be a valuable strategy. But, being proactive and communicating with them every step of the way takes time. Without these extra conversations, positions won’t necessarily be filled more quickly.

Traditional Staffing Firms

Working with a staffing service, particularly one that specializes in an industry, can be a vital resource for a company. An open door allowing them to talk with hiring managers about each job helps them understand your culture and company goals. Even if these solid relationships are built, turnover internally within a staffing firm can have an effect on timeliness and the understanding of your needs.

When dealing with a small talent pool, there can be plenty of debate over who owns a candidate and for how long. To eliminate issues in the future, make a few agreements with agencies in advance. Since they often use some of the same resources a company may already be paying for, be clear upfront about the sources from which candidates will be accepted. If two agencies present the same candidate, you may want to decide in advance who would get the fee. It could be the one to present the opportunity to the candidate for their approval first or the one to present the candidate to you first. Third parties also need to know if the organization is willing to consider paying a fee for a former employee. If your head spins thinking about the groundwork and ongoing issues, why not change the way you work with third parties?

Make Staffing Firms Part of the Team

Rather than only relying upon third parties as a resume supplier, use them as a trusted contract recruiter that enlarges the department without a permanent hire. As an employer working with third parties, Brown Shoe Company has built a unique partnership with The Grapevine Group. An offsite representative of Grapevine acts as a Brown Shoe recruiting team member in all aspects of the hiring cycle. This adopted team member is trained on the internal processes and has access to all our systems. Just like staff recruiters, this person does everything from open to close for assigned positions. Working with hiring managers, this representative learns the needed skills and the department fit. Job assignments are in all departments and levels within the organization.

In addition, Grapevine’s staff completes various projects such as competitor organizational-chart building, sourcing for targeted searches, and scheduling interviews with downsizing companies. The amount of time this outside firm is used fluctuates based on recruiting needs. Grapevine employees have also conducted training at team meetings and have contributed ideas by providing a non-bias outside viewpoint.

Partnership Has Payoff

Your favorite staffing firm may be open to this model since an agreed upon, guaranteed hourly fee can be charged. To weigh the benefits of this type of relationship, determine the time and money spent within the traditional staffing firm model. Calculate the amount of hours your staff spends with agencies (they discuss the position details, your culture, and how your organization works, as well as communicate about resumes and serve as the go-between for scheduling and offers.) Add to this the 15% to 30% fee if someone hired was sourced by the agency. Compare this total to the hourly cost of a contract recruiter, who is actually filling positions without ongoing internal staff involvement.

There are additional benefits for the third party that include job satisfaction and retention within their own staff since they get to see the result of their work in a different way. They also get a true view of your company by being a relied-upon partner. Traditional third parties build and maintain strong pipelines and often have more time and experience with cold calling than many corporate recruiting teams. They succeed in filling difficult openings and can also do an outstanding job of being the go-between for the company and the candidate. However, there is no denying the extra time and communication needed to get everything scheduled, explain the process, and get to the offer stage.

At times, corporate recruiters need the extra help traditional staffing firms can provide by digging into the market for access to more candidates. But when you have an increase in workload, consider using third-party sources as an extension of your talent acquisition team.

Let’s fantasize about what it would be like to take maybe a month off (or, since we are dreaming, maybe even two) just to do succession planning. It would be a time frame when no jobs are assigned, and you have a complete focus on finding candidates for jobs that are not yet open.

At Brown Shoe Company, we have established a program to do this. We call it the “Strategic Month.” Each corporate recruiter doing full-cycle sourcing and candidate-relationship building is able to have two months without any job assignments. The overflow of additional positions that this creates is covered by the other team members and by a relied upon third party named Grapevine Group. In our structure, human resources and recruiting are separate functions that partner together, working with the hiring manager.

The following is a breakdown, based on our experience, of one way you might structure this fantasy month.

Manage Expectations

First off, meet with the HR person and the hiring manager to get insight into the department you are working with. Review the selected department’s organizational charts. Confidentially review every position, and have them share who may leave or be let go, who may be thinking about retiring, what departments may increase or decrease staff, and which stars may be promoted at some point.

Some managers are afraid to discuss these changes for their teams and for themselves so be aware of their fear of this subject. Discuss the issues of the diminishing workforce, along with the fact that top talent can be passive. Explain that the goal is to target the best people, not just for the short-term but also for the long-term, as well as hypothetical opportunities. This is a perfect opportunity to discuss the company’s diversity goals and how their departments can have an impact. With this in mind, make it clear that this conversation is to confidentially talk about the objectives for their divisions and the impact that early recruitment can have.

Ask the hiring manager about networking, training, and other events they and their team attend or know about. Request attendee lists so you can contact those people for your pipeline. Determine if you should attend any events yourself as a candidate resource. Talk to them about alumni lists they may have access to and industry websites they know about for job postings. Discuss any competitors you should target and if they know anyone you should speak to.

Get the Candidates

Now the fun begins. Rank the priority of each potential opening so you can decide where to focus your time. Build a talent-sourcing plan for each position. This includes educating yourself about industry lingo, niche sites, and other resources. Take the time to get out on Craigslist, MySpace, Facebook, LinkedIn, Friendster, Ryze, Eliyon, and others to see how they work and how they can assist you with your networking. Read blogs within the industry you hire for and reach out to bloggers as resources. Locate military sources to consider those entering the workforce who have the experience you look for. Contact schools/instructors to promote your openings and get referrals on good students.

Use this time to build other possible resources you find. What about investigating local meetings of industry associations, SHRM, the Chamber of Commerce, and others you have been thinking of attending? Do research to discover the diverse organizations in your area that could be a great resource for candidates. Make a list of competitors that have the talent you want, and research them to create a cold-call break-in strategy.

Often, there are times during the Strategic Month when you may talk to candidates without a current job opening available. People don’t always understand why you would be talking to them if you don’t have a position for them today. Since information about retirements and department changes are likely to be confidential, try to remain as general as you can. Have an exploratory conversation over coffee or lunch, or just schedule a phone conversation (that you don’t refer to as an interview). When you find that “wow” candidate, schedule him or her to meet with HR and the hiring manager. It is amazing the direction conversations will go without the focus on job bullet points.

When you have interested exploratory candidates, check in with them over the coming months and beyond. Don’t overdo it by becoming a stalker recruiter, but occasionally touch base to maintain the relationship. You could even place the names of these future hires on the wall in your recruiting department (as we do) to get your company talking and to encourage referrals. We are out hunting for talent, not waiting for talent to find us.

Reap the Benefits

Investing time and money on a proactive strategy pays off in multiple ways. Fill-time and costs can be improved, turnover may decrease, and the talent level is increased. This results in less frustration in departments where workloads are heavier due to vacancies. The recruiting department will also have a boost in morale and reputation. Being allowed this time to focus your recruiting efforts raises the number of diverse candidates and the ability to build relationships that have long-term payback. This process also increases the amount of communication about potential openings, because HR and hiring managers learn to include recruiting in these conversations.

If time off for a month of succession planning is only a fantasy for you and your employer, think about the results even one day a month could provide. With some effort, there are pieces of the dream that you can build into your daily personal strategy.