Project People
A few brief facts about Project People
GSMA – 800 mobile operators
3 UK – 3G mobile operator
Ericsson UK
What keeps the CEO awake at night?
Source: PWC CEO Survey 2011/2012
78%
72%
67%
50%
43%
35%
Strategies for managing talent
Organisational structure
Managing risk
Corporate reputation and building trust
Capital structure
Engagement with the workforce
A different philosophy
“We want the best of the best to come to Google. We budget
what it takes to find the best of the best.”
Todd Carlisle, Google Director of Staffing, Feb 2012
Google numbers
Average number of employees per recruiter: 577 to 1.
Google employees per recruiter: at least 64 to 1.
Average Silicon Valley staff attrition: 20-30%
Google turnover: less than 5%
Google employees in 2005: 5,000
Google employees in 2012: 33,000
Google’s position in Fortune’s Best Companies To Work For list: 1
What Google does differently
Specialist roles to enable the resourcing process:
Recruiting research analysts
Candidate developers (sourcers)
Process co-ordinators
Candidate screeners
Specialised recruiters for further/higher education
Specialised recruiters for technical/leadership roles
Specialised international recruiters based locally
Recruiting Programme Managers
Recruiting Project Managers
When In-house Works
In-house recruiting functions work best when:
There is an exceptional employer brand in place
Organisational values and direction can be clearly communicated
Recruitment function is extremely well resourced
Recruitment activity is of consistent grade and quality
Responsibility for sourcing lies with dedicated recruitment
professionals
Sophisticated measurement and analysis of recruitment metrics
What if we can’t all budget
like ?
Outsourcing can provide some of the advantages
Maturing pool of outsourcing providers
Innovation is part of the outsourcing contract
Full
RPO
Managing agent
Ad hoc supply
Ad hoc supply
PSL managed in-house
Managing agent
Managed
service
Full
RPO
The development of resourcing solutions
Full
RPO
Managing agent
Ad hoc supply
Managed
service
PSL managed in-house
Case Studies: 3 UK and Ericsson
Talent sourced: over 2200 / 1600
Employer brand: regularly review and translate to external
candidates
Hire Quality: significant improvement in retention
E-Enabled: End-to-end electronic workforce management
solution
Adaptability: Embedded teams blended with scalable support
BI & Analytics: Over 20 metrics analysed and used to re-
engineer the process
Cost savings: Several million GBP over the last 12 / 7 years
Compliance: 0% error rate over the last 12 / 7 years
Evolution: Transformed into an RPO over a 12 / 7 year period
How technology is accelerating and driving
change
Connected Society
Innovative software
Big Data “We are at inflexion point; Organisations which
learn to leverage big data will far outperform those who
do not.”
Project People’s leading edge talent
management application: iResource.com
Recognises the flexibility & responsiveness needed to
meet today’s talent challenge:
Drives talent through the organisation
Emerging talent recruited instead of replacing experienced
talent
Employees automatically invited to interview for roles they
nearly have the skills to perform
Enables the crunching of ‘Big data’ from thousands of
applicants and hires to influence future selection criteria
Fujitsu, IBM, NHS and MBNL currently use iResource.com
Key Performance Areas (KPAs) for talent
acquisition
People Strategy aligned to Business Plan
People Policies and Brand promote acquisition and retention
Organisation knows ‘What good looks like’
Talent Management processes are robust and integrated
Effective technology supports Talent Management
Big Data, BI, analysis and insight
Stakeholder Perception
L&D and Innovation