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SOURCING AND ATTRACTING GHANAIANS FROM THE DIASPORA-A STRATEGIC OUTLOOK
by Dennis Casely-Hayford2012
PRESENTATION OVERVIEW
VisionGoalsStrategic ImperativesBest Practice/New ParadigmBrandingSourcing Strategies and TacticsSummary
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VISION
To be a valued and respected world-class Recruiting Organization that enables a high-performance culture by:
Providing pro-active, creative, strategic sourcing and recruiting
Using best practice and cost-effective tactics
Ensuring hiring objectives are achieved
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VISION FOR ENABLING TALENT IN-FLOW
A talent forecasting methodology that stems from business direction, customer expectations, and operating objectives
Established talent sourcing methodologies to uncover the best diverse Ghanaian talent in advance of needs
Partnership with Talent Management to establish a campus relations and recruitment strategy plan and resources to enable annual hiring of the best/brightest Ghanaian graduates in the diaspora with experience into management and senior management roles
Established Global Search Partnerships with specialized knowledge, processes and metrics to enable swift identification and placement of key Ghanaian talent
Talent Branding messages, collateral, and tools that can be leveraged around the world and localized, such that Ghanaian talent can appreciate all that Newmont can offer as an employer
With Speed, Acquire and Deploy Talent
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STRATEGIC GOALS
Attract and acquire Best-In-Class Ghanaian talent while providing ROI to Newmont by maximizing hiring through primary sourcing engines
Development of talent attraction channels that ensure that a robust, diverse, pipeline of high caliber Ghanaian candidates needed to ensure current and future business results are achieved
Build a great employment brand and hire the very best performers
Enable Recruiters to increase focus on best practice talent acquisition practices, i.e. hiring manager engagement, needs definition/planning, candidate closing
Streamline and reduce agency fees, and utilize savings in a more effective cost-savings spend manner
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STRATEGIC IMPERATIVES THAT UNDERLIE THE GOALS
Develop high performance Recruiters
Build and develop our sourcing capabilities
Move from a requisition-driven model to a relationship model to build talent pipelines well in advance of needs
Better leverage staffing spend and ROI
Establish, analyze, and report metrics
The ability to quickly ramp-up for growth is critical to success
CHANGING THE TALENT ACQUISITION PARADIGM TO BEST PRACTICE
Typical Paradigm-Requisition/Vacancy Driven
Reactive Recruiting
Filling Jobs
Processing Transactions
High Cost
New Paradigm-Pro-Active/Relationship-Opportunistic
Pro-Active Sourcing
Delivering Best-in-Class Talent
Building Relationships and Talent Pools in Advance of needs
ROI
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Paradigm needs to quickly change
Intake Interviewing
Decision Conversion
Act
ive C
andid
ate
s
Pass
ive C
andid
ate
s
Larger mass of passive candidates unavailable.
Pools are assembled almost entirely with active talent looking for us.
Process starts from “standing stop” each time.
All insight into candidate credentials gained after process has been set in motion.
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New Hire
Little to no emphasis is placed on restocking talent pools with qualified declined candidates.
Reactive Recruitment Model The reactive stance of recruiting ignores the larger pool of passive candidates and focuses largely on active candidates.
Source: Recruiting Roundtable Research
Proactive/Pipeline Recruitment ModelThe imperative to recruit before you have need to identify the best passive individuals and build strong relationships.
Talent Pipelines:
Deep pools of named and known talent with which we have built relationships and that can be tapped quickly to fill interview slates
High Quality Slates Every 10% improvement in slate quality translates into a 5% improvement in quality of hire.
Faster “Time to Slate”
Every 10% improvement in slate quality translates into 3% improvement in time to fill
Higher Quality Hires
Decreased Time to Fill
Lower Cost per Hire
Source: Recruiting Roundtable Research
Organizations are investing in talent pipelines …
…to drive slate quality ...and improve core recruiting metrics
Direct Outcomes Ultimate Outcomes
BRANDING
Opportunity to revitalize corporate job page by making it interactive via flash video integration, recruitment blogs, podcasts
Sponsorship and participation of events by key functional leaders
Video featuring employee testimonials Active presence on professional/social networks Recruitment at non-recruitment events, i.e.
exhibiting at trade shows and professional association events to increase brand awareness and source passive prospects
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We must increase Newmont Ghana brand visibility-Critical to our goal in attracting Ghanaians from the
diaspora
SOURCING STRATEGIES
Strategy TacticEmployee Referral Incentive Program Proactively approach key employees for
referrals (program targeting), leverage non-employee referrals, enhance reward systems for key tough to fill jobs
Talent searching via networking tools Job Posting/Candidate Sourcing-LinkedIn, Twitter, Facebook
Recruiting Advertising and Branding opportunities on targeted niche mining and Africa centric websites
Banner Advertising, Corporate Profile Ads, Corporate Video Profile, Targeted Email Campaign opportunities- InfoMine-Africa, Careers in Africa, JobServeAfrica, MyAfricaJobs, ReconnectAfrica
Participation in targeted professional/trade association events and industry career fairs
Passive/Active candidate sourcing, including branding opportunities-Careers in Africa, AfricaRecruit, Africa Mining Indaba
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SOURCING STRATEGIES (Continued)
Strategy Tactic
Internet Sourcing Job Boards, Niche Websites-InfoMine, JobsInGhana, JobListGhana, MyAfricaJobs, JobServeAfrica, Reconnect Africa, FindAJobInAfrica
Global preferred partnerships with search firms that specialize in sourcing Ghanaian talent
Leverage recruitment search firms to directly source Ghanaians in the diaspora-Global Career Company
Partnership and networking opportunities with African Student Associations in the USA
Explore networking opportunities (recruitment opportunities and brand promotion) with African Student Associations of selected top universities offering mining-focused degree programs- target demographic will be Ghanaians with experience
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SUMMARY
We need to know of business requirements well in advance of talent needs
Recruitment model must continue to shift to proactive relationship building
As the competition for top Ghanaian talent in the diaspora heats up, utilizing emerging technologies will position our recruitment strategy at the top
We must employ multiple traditional and web 2.0 sourcing strategies to uncover the best diverse Ghanaian talent
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