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The Way We Were
Store Support
Store Operations
Contractor Management Graduate
Store Support
Talent Acquisition
#intalent
Hiring Pain
What was the opportunity?
Speed Quality
• Consistent volume over past 5 years
• 4 FTE • Days open higher than
we’d like • Some process
inefficiencies • Candidate engagement • Limited proactive
sourcing
• Active job seekers only - “post & pray”
• Limited screening and assessment
• Internal hires could be greater
• Inconsistent market message about Coles
• Year 1 attrition high
$ #intalent
Not everyone is
looking
Everyone is a potential
candidate or brand
ambassador, even your consumers
Building relationships and communities is key
Recruitment is boring
The New Recruitment… Talent Acquisition
#intalent
Recruitment 1.0: post and pray candidate attraction, focus on active job seekers, reliance on agency databases, print advertising, fill the seat with someone
Recruitment 2.0: post and pray candidate attraction, focus on active job seekers, online job-board adverts, ATS, hire the ‘right-ish’ person.
Recruitment 3.0: focus on non-active / passive individuals, hire the best talent, build talent pipelines and communities, competitor mapping , EVP, Branding and PR
Recruitment 4.0: is all about leveraging the value of communities created by Recruitment 3.0, external referrals
The Roadmap to Talent Acquisition
#intalent
Where we are currently…
#intalent
Developing
Foundational
Strategic
Traditional
Jobs Post-and-pray Targeted engagement
to attract highly qualified candidates
Talent segmentation and prioritization
Jobs on niche boards and social platforms
Sourcing
Reactive, over-reliant on agencies
Engage with strong pipeline of leads and
‘silver medalists’
Team-wide pipelining with engaged talent
communities
Build internal capabilities to focus on passive talent
Metrics
Established metrics and benchmarks Data driven decision making
Brand
Defined employer brand strategy
Influential talent brand engaging employees
and candidates
Understanding of employee
value proposition
2015
Partnership
Talent Acquisition siloed from HR
Strong collaboration with Marketing, PR,
Communications
Strategic business advisor to C-Suite
Engage HR counterparts and Hiring Managers
Where we’re headings towards…
#intalent
Developing
Foundational
Strategic
Traditional
Jobs Post-and-pray Targeted engagement
to attract highly qualified candidates
Talent segmentation and prioritization
Jobs on niche boards and social platforms
Sourcing
Reactive, over-reliant on agencies
Engage with strong pipeline of leads and
‘silver medalists’
Team-wide pipelining with engaged talent
communities
Build internal capabilities to focus on passive talent
Metrics
Established metrics and benchmarks Data driven decision making
Brand
Defined employer brand strategy
Influential talent brand engaging employees
and candidates
Understanding of employee
value proposition
2015
2016 2017
Partnership
Talent Acquisition siloed from HR
Strong collaboration with Marketing, PR,
Communications
Strategic business advisor to C-Suite
Engage HR counterparts and Hiring Managers
Service to business was inconsistent, inefficient and not scalable. Landscape prior to April 2015
State of play: • No global policy • Independent recruitment • Silo’s of 3 distinct business functions without much
interaction • No consistent process or technology • Lacking a clear EVP for the external market
#intalent
Landscape prior to April 2015
Implications: • No clear guidelines or expectations for function and
business • Inconsistent hiring experience • Poor resource optimisation • Low credibility with the business • Low governance and potential risks to the business • Unsustainable and inefficient model that required
change
#intalent
Group Talent Acquisition 3 year roadmap
FY 2017
FY 2016
FY 2015
Building the Foundation & Consolidation ALIGN and FOCUS
Embedding & Driving Further Cost Savings ENABLEMENT
Focus on execution to increase overall quality, reduce cost & increase satisfaction & retention
CONTINUOUS IMPROVEMENT
Strategy & Operating
Model
Team Structure & Capability
Policy
Process & Metrics
System & Supplier
Management
Taking an approach to align and focus, enable and improve formed the milestones of the strategic vision for Group Talent Acquisition.
#intalent
A management focus has been placed on transforming policy, process, people and systems in order to build one global talent acquisition function.
Management focus for last 10 months
SUCCESS INDICATORS
• Faster Time To Hire • Overall Cost of hires to start
coming down • Improved Quality of Hires • Improved Customer Service to
Business
Recruitment & Selection Refer A Friend
Types of Employment (Contractor policy
consolidated into one)
Service Proposition Sourcing
Interviewing Offers / Onboarding
Communication Roles & Responsibilities
Lift Capability Organization structure
One HR Dashboard/Metrics
Channels Assessments Social Media
Policy Process People
Technology
#intalent
As at Feb 15 , NCS TBI = 13%, Optus TBI = 14%
Talent Brand Reach Talent that is familiar with us as an employer
Talent Brand Engagement Talent that is interested in us as an employer
Viewing employer profiles
Connecting with your employees
Researching company and career pages
Following your company
Viewing jobs and applying
23% (at Feb 2015)
Talent engagement as measured by LinkedIn’s Talent Brand Index (TBI)
623K Reached members
144K engaged members
Talent Brand Index =
Talent Brand Engagement Talent Brand Reach
=
at Feb 2015
Exceed FY2015 target by 2 ppt
#intalent
Initiatives: • Change workshops • Starting of a dedicated sourcing team and
piloting of talent pools • Secondments, Peer mentoring • Project plan with LinkedIn on specific tools
and leverage • TAO set up and automation and simplification
are key • Commercial metrics for TA team and
Business
Opportunities & Initiatives FY2016
Opportunity Areas:
Team Structure & Capability
Social Media
Processes & Metrics Branding & Recruitment Marketing
Talent Pools
#intalent