Sustainable Sourcing: Opening Pandora's Box

Introduction

Sustainable Sourcing is a topic that Kristi and I are both very passionate about and through our brainstorming for this track, we covered off many topics ranging from research & competitive intelligence, technology, tools, active vs. passive candidates, proactive vs. reactive sourcing, pipeline development, talent forecasting, influencing and partnering with stakeholders in your business and even the human capital market in general. Selecting any one of these topics would evoke a rich exchange of ideas, however they are all integral factors to a complex and ever evolving business and industry challenge. Therefore, we hope you join us to discuss these many topics and how the future of Sustainable Sourcing will be changed through evolving technology, tools, and strategy.

Opportunity

We think that in the fu ture of Sustainable Sourcing, Pandora ’s Box will open, where a cutting edge sourcing technology solution will one day intuitively reveal, source and capture all Leads, Competitive Intelligence and the Human Capital Market, ultimately automating and creating sustainable talent pipelines.

We think that the great talent acquisition technology minds of today should combine forces to create and unleash this solution.

Business Problem

We think that getting your business partners to understand, adopt and invest in sourcing strategies and models can only happen through shifting the internal mind-set in the organization from reactive to proactive sourcing.  We will lead the group in a discussion with the objective to find solutions on how to get long term organizational buy-in for proactive sourcing and talent pipelining. During the creation of a solution we will lead discussions around three pivots critical in supporting sustainable sourcing:

• Creating solutions to the inherent challenges of identifying, testing, selecting, hiring and retaining top sourcing talent which can make or break a sustainable sourcing effort.
• Ascertain methods to manage up and exercise influence without authority to establish a sound, long term proactive sourcing effort that takes into account talent forecasting, training, and interdepartmental business partnerships.
• Establish contingency strategies to implement during changes in leadership and similarly disruptive events in order to ensure that sourcing remains a going concern.