not another dead end job

Not another “dead end” job. The Batesville Story

ERE Expo – September 2012

Introduction

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What comes to mind when you think about working for:

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How about Batesville Casket?

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Common Responses

  “Did you say gasket?”

  “I’ve seen your trucks”

  Bad Jokes: “People are dying to get in”

  “Recession proof industry” –  Realty: not 100% true

–  Deaths are down, cremation is up

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0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0%

7.7

7.9

8.1

8.3

8.5

8.7

8.9

9.1

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

% o

f dea

ths

resu

lting

in c

rem

atio

n

deat

hs /

1,00

0 po

pula

tion

US Deaths and Cremations

Deaths Cremations

Location – Where is Batesville?

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Major Locations: •  Batesville, IN •  Batesville, MS •  Manchester, TN •  Vicksburg, MS •  Chihuahua, Mexico + approx 80 distribution

What we do

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An Industry Leader for Generations

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Who we are / What we offer

  Industry Leader

  Innovative

  Award-winning

  Lean Manufacturer

  Vertically integrated

  Personal/Professional growth –  Intentional Development

  Small community

  Subsidiary of Hillenbrand, Inc. which is publically traded on the NYSE under ticker “HI”

  Growing/Diversifying

  Competitive Pay & Excellent benefits –  Health & Wellness Center

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You are part of the story! Who am I?   Pre-Batesville

–  Grew up one town over

–  Studied Political Science and Economics at Wabash College

–  Worked in hospitality industry

  How I heard about Batesville: Word of mouth

  How I started: Internship which turned into a Co-Op

  Experience so far: –  HRIS – launched first ever ATS system at Batesville, then assisted with transition to Taleo

–  Labor Relations - from time at Batesville Manufacturing plant and Manchester contract negotiations)

–  HR Generalist – supporting Finance, Marketing, and IT

–  Talent Development – established a platform for broader and more structured development

–  Talent Acquisition – lead team of 4 recruiters

–  Compliance – EEO1, Vets100, AAPs, etc.

–  Reporting & Budget – responsible for monthly and quarterly reporting, budget forecasting and setting

–  Corporate Strategy 10

Keys to Recruiting Success

  Know yourself –  What do you want?

–  Who are you?

–  Activity

  Establish and follow a process –  Our process

–  Key Metrics (old and new)

  Develop/Acquire tools –  Communicating the career brand

  Measure success –  Our results

–  Metrics activity

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Know yourself

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What do you want?

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DIY

Outsourced

What do you want? Cake Analogy

14 In- House

Outsourced

External

RPO

Activity – Who are you?

What do you think your brand is? What would others say about your

company?

How would your hiring managers describe your brand?

What does your website, LI/FB profile, materials, etc. say about your brand?

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The Process

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Mission Translation – Get the very best people as quickly and as cheaply as possible

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Talent Acquisition Mission: Efficiently acquire top diverse talent with targeted capabilities to execute business strategies.

Talent Acquisition Process:

Talent Acquisition Process

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Discovery Call – Req. Approval – Applicant Review

1st Phone Screen (TA Update Taleo)

2nd Screen (HM Update Taleo)

On-Site Interview (HM Update Taleo)

Background Check

Reference Checks

Offer

HM

TA

KEY

HR & HM

TA & HM

HR

Metrics

Old

  Cost per Hire

  A-Hiring Effectiveness

  Hi-Po Effectiveness

  Days to Fill

  Agency Spend

New

  Cost per Hire

  A-Hiring (from LTR)

  Hi-Po (from LTR)

  % On-Time

  Agency usage eliminated

What you measure, and how you measure them help shape your internal brand.

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Food for thought

  What is your recruiting process?

  Do others know the key steps?

  How well is the process followed?

  When was the last time you reviewed/updated the process? The metrics?

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Develop/Acquire the tools

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Positive initial interaction

  Comprehensive Branding Approach –  New Career Site

•  Why Batesville? Video

–  New Booth and Marketing Material

  Expansion of Sourcing Model –  More Targeted approach

–  New Partners

  Taleo

  Eliminated Assessment

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New tools

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Trad

ition

al S

ourc

ing

ATS

S

ocia

l Med

ia

Sou

rcin

g

New

Car

eer S

ite

New

han

d-ou

ts

Execute & Measure

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Speak to your impact

78%

32%

82%

40%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

PD A LTR A

A-Hiring Effectiveness

2009 2010

52%

18%

51%

23%

0%

10%

20%

30%

40%

50%

60%

PD HiPo LTR HiPo

HiPo Effectiveness

2009 2010

$4,197

$3,612

$3,086

$1,719 $2,000

$- $500

$1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500

2009 2010 2011 2012 (YTD) 2012 est.

Recruiting Cost per Hire

28 48 54 45

40 83 68 55

1 3 13 3

0%

20%

40%

60%

80%

100%

2009 2010 2011 2012 YTD

Candidate Source

Internal External Agency

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Activity – What’s Important?

What metrics are important to you? What metrics are important to the hiring manager?

What metrics are most important to the organization as a whole? What do you measure?

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Summary – the four steps

  Know your self –  Be a strategic partner – fulfill needs (not what they say they want)

–  Know where you’re going / when you arrived

–  Know strengths/weaknesses and what you can/can’t change

  Standardize the process, develop measures and uncover gaps –  Hold both yourself and others to the process

–  Constantly look for and implement improvements (Lean Value Streams)

  Develop/Acquire tools to get there –  Innovate: share best practices, test/implement new tools (i.e. LinkedIn)

–  Let technology work for you (i.e. Taleo or other ATS)

  Execute – follow the process, check in regularly, adapt –  Changing metrics can change results

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Questions & Contact Info

Aaron Abell aaron.abell@batesville.com

812-931-3767

http://www.linkedin.com/in/aaronabell

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Backup

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Future Growth

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