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The Mars Talent Acquisition Story
Emma Mirrington
February 14th 2010
The Approach..
• Evaluate • Plan • Implement• Engage• Measure
Evaluate
• Current situation (internal/external)• Stakeholder/ HR perspectives• Identify recruitment hotspots (SC/R&D/ Sales?)• Business priorities• Listen (web chatter)• Build contacts (Brand/CSR/ Global team)• Competitor analysis
Plan• Alignment to Mars Chocolate business strategy
- What business issues are we trying to solve?
• Phased approach:– Fixing the basics/ troubleshooting hotspots– Establishing the framework/ Building the pipeline– On-going talent relationship mgt.
• Future fit the talent strategy
Implement
• Phased approach• Quick wins• Case studies• Identify ‘fans’ within the business• Business as usual
EngageBuilding a Culture of Talent Acquisition
• Encouraging employees to think in terms of talentrather than recruitment.
• Increase employee awareness about Mars’ Talent needs and its value proposition
• Provide employees with the tools and support needed for them to leverage their networks effectively
• Enlist the line as Talent Ambassadors• X functional relationships (CSR/ Brand)
Measuring success
Key Kpis:• Time to fill• Cost per hire• Employer of choice• Top sourcing channels• Offer acceptance rates• Retention• Employee engagement
Evaluation
Evaluation…
• High Recruitment Volumes• High CPH/ TTH• Complexity of the Challenge• Business perception• Team Impact• Team capability• Tools• Decentralised budget
• Great team• Good business awareness• Strong selection process• Line Mgt capability• Good relationships with
wider HR team
External Benchmarking - Average annual cost per hire
57% have an average cost per hire of under £2501 Mars UK Chocolate average cost per hire is £5089
* Source – The FIRM member survey 2011/2012
External Benchmarking - Average time to hire
* Source – The FIRM member survey 2011/2012
50% say that their average time to hire is 4 – 8 weeks Mars Choc UK average time to hire is currently 58 days
Plan
Talent Acquisition Partnership Model
Advice
Partnership
Consistency
Accuracy
Availability
Need to get the bottom of the pyramid right first
Talent Acquisition Objectives
• Create internal capability of talent acquisition• Meet current and future business needs through proactive sourcing of
great talent• Ensure we have the best talent to drive the business forward• Build up key market knowledge of who and where talent is – internally
and externally• Pipeline external talent for mission critical roles to complement our
internal ‘build’ pipeline• Develop Mars’s employer reputation and brand through sharing our
special story • Engaging and creating advocacy with our resourcing partners and current
associates
From…..
Having a lack of external awareness that we are an employer of choice.
Taking a predominantly short term, reactive and traditional approach to
sourcing our talent.
Relying heavily on our agency suppliers rather than build our own capability to
engage and source talent directly
Average cost per hire is 50% greater than that of the external market
``1
To….
Being a known employer of choice that proactively sources, attracts and engages
directly with the best external talent
Having an engaged external talent pool and pipeline of suitable candidates
Delivering a world class candidate experience
Having diverse and effective sources of attracting and sourcing talent
Rationale for Change – Our Ambition
Talent Acquisition Manager• Work in partnership with CPMs to
deliver against Demand Plans• Build attraction strategy for each
business area• Maximise the use of referral
programmes, alumni networks• Measure performance of each
channel• Stakeholder mgt. For client group• Coordination of Recruitment
Campaigns• Creative Approach to Recruitment
solutions• Network internally and externally to
engage potential talent• Work with team to deliver required
cost savings• Lead the development and
deployment of Non Manager L&D initiatives
Talent Resourcer• Focus on sourcing and engaging direct
talent• Candidate management and
engagement• Short listing and Interviewing • Sourcing passive and proactive
candidates for live roles• Liaison with all parties on specific
vacancies• Offer creative solutions to sourcing
talent• Developing proactive database of
potential high calibre talent• Source candidates directly• Use alternative channels to find the
best candidates
Talent Acquisition – Roles & Responsibilities
Head of Talent• Work in partnership with the
management team to build and execute the talent agenda for next 3-5 yrs
• leading the diagnosis and identification of Build and Buy requirements for the category.
• Defining & shaping the external resourcing strategy for the Category
• Leading key strategic L&D initiatives mandated by the management teams that support the build elements of the strategy.
• Run senior management recruitments
• Build capability of the UK talent team
Phase One Phase Two Phase Three Establishing the
Talent Acquisition Framework
Building the Talent Pipeline
Talent Relationship Management
Phase One Phase Two Phase Three
Three Year Change programme
Implement
Talent Acquisition FrameworkPhase OneEstablishing the framework
Phase TwoBuilding the Talent Pipeline
Phase ThreeTalent Relationship Management
Strategy Basic TA strategy with clear road map in place
Well defined TA strategy aligned to business strategy. Full stakeholder engagement
TA strategy seamlessly integrated to business strategy which is informed by talent insights
Ownership & Capability
Formal TA responsibilities defined. Capability gaps identified
Roles & responsibilities embedded & team working efficiently & effectively
Highly skilled , experienced TA team. Clear accountabilities & ongoing focus on development
Infrastructure Basic systems, processes and policies defined & implemented
Systems, policies & processes agreed, monitored & supported
Full suite of efficient, effective & integrated systems & processes designed to optimise candidate experience
Workforce Planning
Basic operational resource plans identified < 6 months
Clarity around talent mix required. Operational workforce planning
Organisational risk managementStrategic workforce planning
EVP & Employer Brand
EVP and EB communication architecture developed
EB implemented at every touch point Leading employer of choice with flexible EVP to meet evolving org & talent needs
Attraction & Sourcing
Approach to sourcing defined, Referral scheme in place. 3rd party partners engaged
Approach to pro-active sourcing & talent pools developed. Direct sourcing accounts for > 70% hires. Advanced referral programmes. Use of social media
Mature, diverse, well managed talent pools & pro-active, innovative talent sourcing strategies in place.
Assessment & Selection
Consistent selection approach in place. Clear competence framework for selection
Well developed assessment & selection programme with suite of tools available
Clear relevance & alignment of selection process to role. Use of innovative selection approaches to enhance candidate experience
On boarding Basic onboarding process and procedures in place
Structured onboarding programme in place with differentiation by level/ function
Superior candidate preboarding & onboarding programme delivering an enhanced candidate experience
Vendor Management
Preferred suppliers identified & engaged
Partnership arrangements with key providers. Competitive rates negotiated with SLA’s defined & formal review processes
Flexible & effective vendor mgt strategy including in sourced & outsourced solutions
Metrics & Data Insight
TA metrics in place based on outputs e.g. TTH or CPH
Balanced score card developed TA metrics used as part of overall org. Scorecard. Predictive analysis used
Evaluate
Measuring Success
47%
33%
5% 15%
DirectAgencyTemp to PermReferral
77% of our roles were filled directly in 2012
2011Average CPH - £5089Average TTH – 75 days
2012Average CPH - £3,648Average TTH – 66 days
All going swimmingly
Or so I thought…..
What do you need to deliver a strategy?
2012 engagement survey results
You can choose how to react to this Emma….
The car park moment
• Inspire Purpose (the why)• Crystallise Intent (the what and when)• Cultivate Collaboration (the how)• Clarify Context• Sustain and renew
Leveraging the HPC model
• Good team engagement • Delivered 60% reduction in cost • UK used as case study globally• Award winning employer brand• Innovation at the heart of what we do
Today
• Bring your team with you• The HPC model• Be authentic• Stakeholder engagement early on• I don’t have to do it all myself• The power of my network
Learnings
Thank youAny questions?