Talent RelationshipManagement

Jens Plinke, Januar 2016

Von der Idee zum Herzstückdes Personalmarketings

One of the world’s leading providers of professional services

We are(

22016 Deloitte

Trailblazers since 1849

1) Kennedy Consulting Research 2009

1907

Deloitte Germany founded as Bayerische Revisions- und Vermögens-Verwaltung-AG

1845

Deloitte founded, first office opened in London

1849

William W. Deloitte appointed as first independent auditor ever, conducts word’s first audit at Great Western Railway

1880

First subsidiary founded in the US. The first auditing client is a soap manufacturer: Procter & Gamble

1951

First auditing firm to introduce electronic accounting

1960

Deloitte Deutschland offers management consulting for the first time

1997

Deloitte.com goes online

2015

One of the world’s largest private professional services network

2009

#1 worldwide in the area of Management Consulting1)

2003

Deloitte presents itself globally as one brand

2014

Deloitte Digital founded in Germany

Deloitte Analytic Institute founded inGermany

2016 Deloitte 3

Interdisciplinary mindset –integrated action

4

Specialized industry competence and multi-disciplinary teams are at the heart of everything we do.

We offer tailored solutions for complex cross-functional tasks: our integrated product portfolio.

Clients

Core competencies

Deloitte AnalyticsFinance TransformationGovernance, Risk & ComplianceMergers & Acquisitions

Integrated product portfolio

Consumer Business Energy & ResourcesFinancial ServicesLife Sciences & Health CareManufacturingPublic SectorReal EstateTechnology, Media & Telecommunication

Industry competencies

Audit and Enterprise Risk Services

Tax and Legal

Consulting

Corporate Finance

2016 Deloitte

The Leading Professional Services Firm

5

62,000 225,351

$35,2B

150+

1,100,000+ $212M

674

New hires in FY15

Revenue in US$

Countries andterritories

Volunteer and pro bono hours

Social impactcontributions in US$

Offices

Total headcount

2016 Deloitte

Deloitte Globally: Facts & Figures

DELOITTEGLOBALLY

FY2015

390+Of the Fortune Global 500 are Deloitte‘s customers

Good for long-term business relations –proximity

Munich

Hanover Berlin

Magdeburg

HalleLeipzig

Erfurt Dresden

Dusseldorf

Frankfurt

MannheimNürnberg

Stuttgart

Hamburg

Walldorf

Cologne

17 sites

in Germany

5,368 practitioners

€790M

revenue

2015

+ 8%

6

Hallbergmoos

2016 Deloitte

Talent RelationshipManagement

Deloitte Case

Shift of priorities in Talent AcquisitionKey focus areas for 2020

8

Key areas 2015 Key areas 2020

TRM

Active Sourcing

Online /Social Media

TRM

Active Sourcing

ReferralsReferrals

Print Print

Online / Social-Media

Job Boards

Job Boards

Campus Activities

Campus Activities

Headhunting Headhunting

2016 Deloitte

What can we learn from the CRM-Business?Talent Relationship Managment (TRM)

9

Segmentation

Dialogue

Sustainable

Communication

Integrated

ATS/ TRM-System

Customized

Treatment

People-Business

with smart

System-Support

2016 Deloitte

Lifelong Relationship

10

Start studying

InternshipGraduation

Arbeitnehmer

Meet

Deloitte

Working @ Deloitte

Alumni

Manager

Rehire at Deloitte

Partner

Touchpoints in different career-phases

2016 Deloitte

Focus on Talents not on VacanciesTRM – Enabler for the Future of Recruitment

11

Time

Hir

ing

dem

an

d

Active sourcing

Talent relationship

activities

Benefits:

� Increase „culture-candidate-fit” based on already existing relations

� Reduce hiring times due to shift to pro-active hiring-mode

� Increase hiring efficiency due to less applicants - but with higher quality

� Optimize candidate experience with impact on employer reputation

� Times with lower hiring demands can be used to strengthen relations and prepare for times with high demands

2016 Deloitte

New World of TRMReady for thedeep dive

From Good to GreatThe Evolution of the Deloitte TRM

13

Room for Improvement

� Current program was not considering

candidates from all relevant

channels

� Top talent-pool should be reduced in order to be more effective

� Selection process does not always ensure consistent high quality

candidates

� Conversion rate does not fully meet expectations

TRM 1.0

Opportunities

� From a single talent pool to a segmented TRM approach

� Consider candidates from various

channels

� Standardized selection process for identification of talents

� Segment-oriented mix of communication & retention activities

� Ensure hiring fast-track for top talents

Holistic Deloitte TRM concept

2016 Deloitte

Concept Talent Pools – OverviewWhere to go(

14

Stay in Touch

Generic contacts – push channel

Stay in Touch

Deloitte Stars

Student Network

Deloitte Alumni

Talent Commu-

nity

Talent Community

Identified talentsDeloitte Stars

top interns after employment

Deloitte Alumni

Former employees

Student Network

Interns & working students during employment

2016 Deloitte

Conclusion & Success Drivers

15

WHAT‘S NEW

� Segmented talent pools

� New talent pools for internal & external candidates

� Focus on one TRM-System

� Clear processes and organization with dedicated resources

� Systematic and centralized selection process of talents

SUCCESS DRIVERS

� Commitment of top management & intensive communication

� Need for sustainable investment and focus on TRM � Usage of advanced technologies and efficient systems� Systematic KPI tracking & reporting

Need for Business Commitment

2016 Deloitte

Ready forthe next generation of TRMQuestion & Answers