attracting and retaining talent elanie kruger, head of talent acquisition nick thomson, solutions...
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Attracting and retaining talent
Elanie Kruger, Head of Talent Acquisition
Nick Thomson, Solutions Development Director
The talent crisis
“ Any organisation has to become as efficient and effective as possible, and can do so by using, not wasting - talent more effectively,…”
“Instead of the war for talent, I would call today’s challenge, the waste of talent”
Dr John Sullivan
Why is there a crisis?
• The supply of talent is changing
– Ageing population
• The changing mindset
– Loyalty has been redefined
What UK research shows? • By the age of 25, most people can expect to experience 4 different jobs
compared to 2, 20 years ago• 20% of the workforce are working mothers and 80% of growth in the
workforce till 2010 is anticipated to be women• 10% reduction in workforce aged 20-40 by 2010• Growing tendency to shift from time spent at work to quality of
contribution made whilst at work• International competition for labour due to global shortages • Increased focus on individual needs reflective of an increasingly diverse
workforce • 25% of employees leave within twelve months • The attitudes and behaviour of senior management as well as their
capabilities and knowledge are key enablers in 70% of any change/re-organisation process.
Taking the lead
• We have to acquire and retain top talent quickly and cost effectively
Our approach to talent management
We believe that our focus in terms of talent management should not be limited to attracting and engaging talented people to join our organisation but to harness internal talent at all levels rigorously developing and deploying employees to ensure enhanced capability, minimised vulnerabilities and improved business performance.
How do we manage talent?
Build & develop,engage andleverage existing employees
Attract the required capabilities and cultural fit
Retain high-performing, high-engaging employees
Capability gap
How do we manage talent?
Build & develop,engage andleverage existing employees
Attract the required capabilities and cultural fit
Retain high-performing, high-engaging employees
Capability gap
Engagement
What is Engagement?
Engagement
Want to do it…
Can do… Know what to do…
BuildLeverage
How do we manage talent?Most critical needs Current work situation
The role
Manager actions
The work environment
Organisation characteristics
FIT
What I want out of a job…
The relationship I desire with my manager…
The work situation I prefer…
The type of organisation I want to be part of…
Attitude
tothe Job
Att
itude
ab
out
the
busi
ness
Frightening facts
• 40% of recruitment decisions are actually made on the basis of appearance alone
• Research shows that every manager or professional who resigns costs a company up to 18 month’s salary
Past experience/acquired competence
Talent Management
• How we want you to behave?
The competencies you should have for a role?
The potential employee
What we value?
Your potential/ability? (past experience/performance)
Ceridian standards
Job profile
Individual
profile
Talent Acquisition
Potential development
Personal attributes/natural competence
Past achievements/adapted competence
Talent Management
• How we want you to behave?
The competencies you should have for a role?
The potential employee
What we value?
Your potential/ability? (past experience/performance)
Ceridian standards
Job profile
Individual
profile
Want to do it (engagement)
Can doKnow what to do
Talent build, leveraging and engagement
• How we want you to behave?
The competencies you should have for a role?
Ceridian
expectations
Succession planning
Career
planning
Individual expectations
The employee
What we value?
Your potential/ability? (past experience/performance)
Your Ceridian contribution (i.e. your value add in terms of behaviour (conduct) and goal attainment
Ceridian standards
Job profile
Individual
profile
Development & growth
Taking the lead – the latest trends
• Is your resourcing strategy linked to your business strategy?
• Are you flexible in your approach? Potential, migrant workers, reward
• Do you make use of prioritisation? High impact, mission critical positions
• Do you optimise your competency framework?
• Do you make use of different assessment methodologies?
• Do you measure quality of hire?
• Do you know the needs of your employees?
• Does your recruitment technology enhance your processes?
The talent acquisition maxim
“Let technology aid differentiation, not drive it.”
Taking the lead
Taleo Research 2007 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1998 1999 2000 2001 2002 2003
No corporatewebsite
No corporate careerwebsite
Corporate careerwebsite
Recruitment agencies
Paper-based advertising/events
Online attraction strategy
Reputation management
ERP*
Talent bank
First choice
Last choice
High cost
Low cost
*Employer referral scheme
Traditional recruitment model
ERP*
Reputation management
Online attraction strategy
Paper-based advertising/events
Talent bank
Recruitment agencies
First choice
Last choice
Low cost
High cost
*Employer referral scheme
Professional recruitment model
The technologyDeveloping a collaborative hub around which all recruitment activity can flow.
Recruitment manager
Career site 1Graduates
Career site 2General
Agency 1Agency 1
Agency 2Agency 2
Agency 3Agency 3
Job board 1Job board 1
Job board 2Job board 2
Job board 3Job board 3
Offline mediaBanner Adverts
Source: 2006 Recruiting Metrics and Performance Benchmark Report
Room for improvement?
Interview experience16%
Job description19%
Orientation2%
Scheduling interviews
5%Offer5%
Pre-employment7%
Communication & follow up
46%
Communication & follow Up (46%)Aim • Develop informative, content rich career sites
• Personalised content for each candidate
• Each and every candidate communicated with
• Visibility to the process. Where am I? What happens next?
• Engage as efficiently with agencies as you do candidates
Technology • Easily content manage career site
• Mail merge communication templates
• Automated rejection process
• Email, documents & SMS
• Integrated email engine
• Record of every communication sent and received
• Online agency management
Process • Advice and support in developing career site content.
• Incorporate branding message into every email sent
• Send email and SMS concurrently
Job description (19%)
Aim • Attractive, informative and concise
• Limit adverts to a maximum of 5000 characters
• Drive the audience to view job descriptions
• Remember who you are competing against
Technology • Build a bank of position templates
• Ability to provide a job specification download
• Monitor web viewing statistics
• Distribution of job description to all recruitment sources.
Process • Advice on writing copy for adverts
• Advice on wording of competencies
• Who should freehand and who should not?
Interview experience & scheduling (21%)
Aim • Ensure all candidates are informed
• Assess all candidates against appropriate criteria
• Drive assessment online to ensure quality
Technology • Record all interview events, attendees and outcomes
• Production of communications (Email, Doc, SMS)
• Online Interview Booking (Due Summer ’07)
• Bespoke application form questions
• Integrated online psychometric testing
Process • Advice on the management of interview events
• Advice on application of competency based interviewing
• Send text messages to all attendees prior to event
CERIDIAN Exchange Tower 2 Harbour Exchange Square London E14 9GE Tel: 0800 733 337 Fax: 020 7335 3636 Web: www.ceridian.co.uk Email: info@ceridian.com
© 2007 Ceridian Corporation. All rights reserved.
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