1. 90 Day Strategy
2009
Talent Acquisition Sr. Recruiter Role
Teri McElrath
Associate Relations Representative
US Cellular

2. TABLE OF CONTENTS
PHASE I: DEPARTMENTAL ROTATION/CLIENT INTRODUCTIONS 3
STAKEHOLDER MEETINGS 3
BUILDING CLIENT RELATIONSHIPS 4
PHASE II: STAFFING STRATEGY 6
ATS OPTIMIZATION 6
SEARCH ENGINES/JOB BOARDS/SOCIAL NETWORKING 6
IDEAL CANDIDATE EXPERIENCE 6
IDEAL CLIENT EXPERIENCE 6
TEAMWORK/TA PARTNERSHIPS 6
EVP AND BRAND STRATEGY 6
GRASSROOTS INITIATIVES 6
PHASE III: IMPLEMENTATION 7
FULL CYCLE RECRUITMENT 7
CULTIVATING RELATIONSHIPS 7
ENHANCING THE CLIENT EXPERIENCE 7
BUILDING GRASSROOTS PARTNERSHIPS 7
BIG ROCKS 7
CONTINUOUS EDUCATION 7
REAL LIFE WORK EXAMPLES 8
CULTIVATING RELATIONSHIPS 8
WORKING ON CROSS FUNCTIONAL TEAMS 8
INFLUENCING SENIOR LEVEL MANAGEMENT 8
FREE WEBCASTS JUNE 2009 9
CONTINUOUS LEARNING OPPORTUNITIES 9
Phase I: Departmental Rotations & Client
Introductions
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3. Stakeholders Meetings
1. Draft a calendar with rotational dates and times to meet with recruiters on the team.
Key Stakeholder Questions:
 What questions can I answer for you regarding my background and experience?
 What does a typical day look like for you?
 Are there any best practices that you would like to share?
 What does the ideal candidate experience look like for you?
 What does the ideal client experience look like for you?
 Can you walk me through various recruitment processes that have changed since I was in the
department? For example, I hear that the background check process has changed.
 What is going well with our current processes? What should we do differently?
2. Meet with department assistants to review calendars and schedule time to meet with Sr. Managers and
Directors.
Key Stakeholder Questions:
 What expectations do you have regarding this role?
 What is going well with our current processes? What would you like to see done differently?
 What is our current recruitment strategy as it relates to Branding, Value Proposition, Diversity,
Grassroots, etc.?
 What are the key metrics as it relates to time to fill, cost per hire, etc.?
 What are our Big Rocks for 2009?
3. Schedule time to meet with client groups to introduce myself, my background, and experience.
*Attend departmental meetings to capitalize on the opportunity to get to know the various teams that I would
be supporting.
Key Stakeholder Questions:
 What are your departmental goals? How can TA become a business partner?
 What is going well with our current processes? What would you like to see done differently?
 What does the ideal client experience look like for you?
 What does the ideal candidate experience look like for you?
 Besides the minimum qualifications for the role, what key attributes do you look for in a candidate?
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4. Trust
Business
Consistency
Acumen
Building Client Relationships
Trust: Everyone knows that trust is earned. Building trust takes time. Listening to the client and understanding his
or her needs will be crucial. Confirming that you understand and have his or her best interest in mind will be crucial.
Example:
I worked for a Tradeshow and Exhibition Company in which I had to recruit for designers. In all
my years of experience, I hadnot recruited for 2D and 3D design professionals. I initially
met with the VP of Design to review job descriptions and other details. The VP of Design was
nervous due to my inexperience with the design world. I informed her that although I was not
experienced in this field, I was a quick study and was committed to delivering the caliber of
designers that she needed to take the company to the next level. To deliver on that commitment,
I engulfed myself in the world of design. Design was the heart of this business, I had to learn quickly.
I began searching on the internet for design recruitment sites, organizations, universities, and started
reviewing portfolios. After 30 days of reviewing various portfolios, I got a feel for the talent that she
was looking for. She began to trust my judgment, decision making, and ability to deliver as she grew
more impressed with the talent I presented. In the year that I worked for this organization, I
successfully recruited 15+ designers nationally and internationally.
Business Acumen: If you speak the language of clients, they will respect you for this. Understanding the nature of
the business, competitors and other pertinent information will impress clients and help gain a better understanding of
the candidates that are the best fit for our organization.
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5. Trust
Business
Consistency
Acumen
Example:
US Cellular experienced an increase in data revenues during the 1st Quarter. Our major local prepaid
competitor at this time is Cricket Communications. Cricket Communications offers prepaid plans as low as $30 a
month. A number of our customers have ported out to Cricket. Cricket has been in the Chicagoland area for almost
90 days. We are expecting USCC customers to return after this 90 day trial period. Our retail stores are currently
pacing at about 60% of CAE’s for the month of May. We just opened two new locations at Roosevelt/Canal and
Howard/ Western. Currently USCC launched the battery swap program and is in the process of a prepaid migration
that will eventually allow data services to be added to prepaid accounts.
Example:
Before I schedule monthly store visits, I make sure that I have information regarding key company initiatives,
awards, performance, staffing requisitions, etc. to engage in a detailed conversation with the client regarding the
business and how HR can help remove distractions to allow the leader to focus on business results. Engaging in a
business conversation with my clients helps build a partnership and alliance with AR.
Consistency:Once the bar has been set, it must be sustained. In gaining the client’s trust, it will be crucial to
continue to listen, communicate, and deliver. Review the recruitment process quarterly and make small adjustments
as necessary. Continue to demonstrate knowledge of the company, products, and services as much as possible to
help demonstrate your understanding of the nature of the business.
Example:
I ensure the my leaders have a time frame of 24 to 48 hours in which I will follow up with a recommendation
to resolve Associate Relations issues. If I need more time to deliberate, I contact my leaders immediately to
establish a new deadline. I am also careful to not make any promises. Trust can be jeopardized if promises are not
kept. I always ensure my leaders that I have the best interest of USCC, the associate, and leader in mind.
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6. Phase II: Staffing Strategy
ATS Overview:
 Optimization of Peoplefilter to expedite the recruitment process.
 Assess the ATS for tools and resources utilized to source, screen, and track candidates.
 How doesPeoplefilter aide in delivering the Ideal Candidate Experience?
 How doesPeoplefilter aide in delivering the Ideal Client Experience?
Search Engines/Job Boards/Social Networks:
 What search engines have proven helpful? All theWeb, AltraVista, Google, Hotbot, Excite.
 Build a spreadsheet of search engines, jobs boards, and other resources for sourcing candidates.
 US Cellular currently has a Facebook page and is represented on other sites such as Linked In. How
can I utilize these sites to enhance my sourcing strategy?(A recent article indicates that Job Boards such as
Monster are starting to wane as more organizations turn to social networking sites and focus on ARP and
IAP processes which account for 65% of full-time positions filled).
 Attend training as needed for updates on latest search techniques.
Candidate Experience
 Solidify expectations on delivering the ideal candidate experience (Recent 2009 surveys indicates that
candidates just want to be informed).
 Develop checklist to ensure that all candidates and clients receive the same experience.
 Work with recruiters to adjust strategy if necessary to ensure clear communication and consistency across
the department.
Client Experience
 Attend monthly team meetings to get familiar with client groups.
 Schedule quarterly one on ones with clients to review progress.
 How can we integrate client suggestions into current processes?
 What can we do to improve the client experience?
Teamwork/TA Partnerships
 Meet with recruiters to ensure consistency in candidate and client experiences as it relates to
communication, processes, and practices.
 Meet with Talent Acquisition stakeholders to partner in the areas of: Diversity, ARP, IAP, Sourcing and other
key areas.
 Work with recruiters to build Grassroots strategy.
Employer Value Proposition/Branding Strategy
 How do I ensure that I build this strategy into my recruitment practices?
 Are the Value Proposition and Branding Strategy taking root?
Grassroots Strategy
 What are the names of the organizations that we currently work with to build our talent pool?
 Schedule time to contact Grassroots Partners for a brief introduction and an overview of the services provided.
 Build a monthly schedule to attend events to increase visibility within the community.
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7. Phase III: Implementation
Full-Cycle Recruitment:
 Start recruitment process to generate pool of candidates for clients.
 Implement recruiter best practices suggested during Phase II.
 Implement client experience suggestions from data gathered during Phase I and Phase II.
Enhancing the Client Experience:
 Schedule meeting with clients to prioritize open requisitions, review job descriptions, and other pertinent
details.
 Ask for client feedback on a monthly basis and make adjustments as necessary.
 Stay abreast of company developments to include: key projects, initiatives, strategy, goals, financial
performance, competition, etc. to become an informed business partner.
Cultivating Relationships, Partnerships &Teamwork:
 Ensure consistency among team members by asking questions.
 Consult with team members on a regular basis to build relationships.
 Schedule monthly meetings with team members to strategize on recruitment processes.
 Partner with team to develop a monthly grassroots calendar to increase visibility within the community.
 Schedule monthly one on ones with TA Partners to include: IAP/ARP, Diversity Strategy, and Sourcing
Team to increase effectiveness of recruitment practices.
 Schedule monthly one on ones with Directors to gage progress and make adjustments as needed.
Building Grassroots Partnerships:
 Attend grassroots events within the community at local universities, organizations, agencies, etc.
 Research and contact local organizations that can become a part of USCC grassroots program.
 Build a monthly calendar that will be delivered to TA Directors by the 15th of the month for approval to attend
events.
Big Rocks:
 Ensure that all recruitment practices are aligned with the Values and Behaviors of USCC.
 Meet with Directors quarterly to ensure that goals are attained in the areas of Talent Acquisition, Talent
Development, and Talent Retention.
Continuous Education:
 Attend two free webcast events to stay abreast of current trends, labor market, legislative
updates,educational opportunities, etc.
 Facilitate teach back to team during quarterly meetings regarding staffing industry developments.
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8. Real Life Work Examples
Influencing Senior Level Management
Relationship Building, Teamwork,
Cultivating Relationships
In my current role as an Associate Relations Representative, I am challenged
with building new relationships and fostering old ones. We work in an
environment that is ever changing, fast paced, and dynamic. I have successfully
been able to adapt to multiple teams, leadership styles, and environments.
Influence is a key trait that must be mastered in the business world. I have been
able to influence leaders on various levels to include Store Managers, Area Sales
Managers, and Directors of Sales. My influence grew from my ability to gain trust,
demonstrate business acumen, and deliver the ideal client experience on a
consistent basis.
Cross-Functional Teams
I understand that it will be important to be able to assimilate into a new team
and environment. During my career with USCC, I have worked with various
teams and was able to integrate successfully.
Some of these key company projects and cross functional teams include:
 The launch of RDBC in which I was had the opportunity to join a team of
professionals across the organization to gain insight into the process and
provide recommendations regarding implementation.
 The rollout of the Brand Initiative “Project Mythos” in which I partnered
with a team of professionals across the organization to train thousands
of associates on our new marketing strategy: “Believe in Something
Better.”
Influencing Corporate Level Managers, Directors, & VP’s
I have worked across various industries in which I recruited for a variety of
positions to include: Accounting, Finance, Marketing, Design, Information
Technology, Human Resources and Customer Service. Most recently, I worked
with senior level executives to include: VP of Marketing, VP of Design, VP of
Human Resources, CFO, Manager of Billing, Human Resource Director, and
Business Managers to recruit for various roles within their units. Influence comes
with knowledge of the business and experience working as a business partner. I
was successful at cultivating these relationships to become a reputable recruiter.
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9. Educational Opportunities June 2009
The Application of Enterprise Social Networking to Talent Acquisition and Management
Presenter: Katherine James Schuitemaker
Chief Marketing Officer
Conenza, Inc.
When: Tue, Jun 2 2009 / 1:00 PM - 2:00 PM ET
Where: On The Web
Summary: Every day global organizations are adopting social networking technologies to increase collaboration
and improve organizational efficiencies. These collective workforce communities can enable large
companies to tap into the knowledge and connections of current and former employees to drive
significant business impact. Successful implementations report enhanced collaboration and
communication, increased recruiting and talent management efficiency, and retained access of
valuable intellectual capital.
How can talent acquisition leaders leverage this and apply to talent management and recruitment
efforts? We will walk through the different types of communities that are being adopted within the
enterprise, and the impact they can have on talent management programs.
Learn More »
Price: This live event is FREE, on a first-come, first seated basis - so bring your entire team, or invite your
clients and prospects.
Register
"Thank God It's Monday"- How Values Transform Your Workplace
Presenter: Roxanne Emmerich
CEO
The Emmerich Group
Summary: Does your talent begin the week with high energy, enthusiasm and productivity? Are survivors' stress and
dysfunctional viruses such as whining and gossip sabotaging the spirit of the winning workplace you want
to create? If values are left out of the equation, your managers are not inspiring workforce transformation.
And in a knowledge economy, if your talent isn't applying everything they know, your organization isn't
running on all cylinders. This webcast is for managers and leaders (and those who develop managers'
competencies) who want to inspire talent to bring all of their passion, commitment, and competencies to
the workplace every day.
Don't miss these webcast take aways:
Explore why many well-meaning management practices actually sabotage results
Bring together fragmented teams to work for one larger vision
Understand how to attract and motivate top performers
Price: FREE
If you have questions about this event, or would like to register by phone, please call 1-866-538-1909
Schedule: Thu, Jun 4 2009 / 2:00 PM - 3:00 PM ET Register
On The Web
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10. Educational Opportunities June 2009
The Power of Branded Recruiting
Presenter: William Faust
Partner and Chief Strategy Officer
Ologie
Summary: Today at work, look around your office. Chances are it is stocked with messaging targeted to customers-
save money, better service, best in class. Yet customers are job candidates, too. What message are you
sending to them?
The power of great branded recruiting efforts is in sustainability, self-selection and business development.
The right talent brand will perpetuate itself through committed consumers and candidates. The wrong
talent will identify that they aren't a good fit. The best brand will make your organization money. What's
your recruiting message?
Price: FREE
If you have questions about this event, or would like to register by phone, please call 1-866-538-1909
Schedule: Wed, May 27 2009 / 1:00 PM - 2:00 PM ET Register
On The Web
Webcast » How to Maximize the Return On Every Labor Dollar Spent
Presenters: Tim Lett
Founder
Axsium Group
Christian Walker
Senior Consultant
Axsium Group
When: Wed, Jun 10 2009 / 12:00 PM - 1:00 PM ET
Where: On The Web
Summary: For many organizations across a variety of industries, it's widely acknowledged that the effective
management of labor is one of the keys to financial and operational success. In healthcare, labor
ranks as one of the highest single costs of service delivery. Why has managing labor costs become
such a poorly understood discipline for so many organizations? Manufacturers for decades have used
complex financial models and software to forecast fluctuations in foreign exchange rates and the
prices of raw materials. Retailers invest tens of millions of dollars annually in building and improving
sophisticated infrastructures to manage supply chains, inventory levels and product pricing. In order
to successfully manage each of these business-critical assets and processes - supply chain,
inventory, foreign currency, commodities, etc. - organizations know the key is to understand the
dynamic and ever-changing relationship between supply and demand.
From a WFM perspective, the key to above-average performance is in understanding what DRIVES
labor demand and how to respond accordingly from a supply perspective. Understanding the
variables that drive the need for labor (and how those drivers fluctuate or behave over time) frees
management to objectively PREDICT or FORECAST labor demand. With an accurate picture of
demand, the organization can then determine how to match demand with available supply. The goal
is making sure that demand and supply are in perfect (or near-perfect) balance - hence the
Balanced Labor Model (BLM).
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