the south-east as part of ireland inc - attracting talent in our … · 2019-05-20 · attracting...

The South-East as part of Ireland Inc -Attracting Talent in our Business Unit!

April 22nd 2019

David CooneyRegional Director – South EastMMK & M3S Talent Solutions

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Agenda

➢ Introducing Morgan McKinley Group and M3S

➢ My Career Pathway

➢ Understanding Millennials

➢ ‘Hard to Find’ Hires

➢ Employer Branding & EVP

➢ Getting the most from Partners

➢ Boomerangs

➢ Review & Questions

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Introducing Morgan McKinley Group and M3SMorgan McKinley Group: An Overview

▪ Privately owned, Irish headquartered, Global Talent Solutions business

▪ 17 offices in 10 countries

▪ 900+ people

▪ Working with over 9,000 organisations from global corporations to small and medium sized local business

▪ Over 3,000 contract staff on-site with clients globally

▪ Ranked in Deloitte’s Top 20 Best Managed Companies in Ireland every year from 2011-2018 and awarded platinum status

▪ Named in the 50 Best Small and Medium Workplaces in Europe by the Great Place to Work Institute.

▪ Awarded the Ruban d'Honnaur gold medal in the European Business Awards for excellence in Customer Focus

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Morgan McKinley Group

Our Specialist Areas

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My Career Pathway

Who is David Cooney?

▪ Moved back to Wexford in Dec 2018 after 8 years away

▪ Married. 1 Year old daughter. Junior B. Gardening. Lots of travelling.

Background

▪ Started my career as a Recruitment Consultant in Waterford in Pharma/Medical device 2007

▪ Moved to a Marketing Executive role in Wexford 2009

▪ Moved to Sydney – Joined a digital Recruitment agency recruiting SEM/SEO professionals 2011

▪ Moved to a bigger agency, became manager onsite @ eBay 2013

▪ Moved back to Dublin – Joined M3S as Operations Manager in 2016

▪ Managed several inhouse recruitment teams nationally & several large projects

▪ Promoted to Projects Director M3S 2018

▪ Regional Director SE in 2019. (Back where I began!)

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Our Business Unit as part of Ireland IncTalent Attraction

• As a BU we are under resourced in many areas – Candidate short

• We are losing the majority of our graduates to other BU’s

• Cost of living is lower than HQ

• Less of a housing crisis than HQ

• Less congestion, traffic & a better work life balance (on average)

• Thriving pharmaceutical, medical device & manufacturing industry across the region

• Hotbed for new tech SME’s & start ups

• Better weather ☺ (on average 1 degrees warmer)

Some challenges but have a great story to tell……………………

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Key Areas– Some Insights

Talent Attraction

• Understanding Millennials

• Filling ‘hard to find’ hires

• Employer Branding & Employee Value Proposition

• Getting the most from partners/suppliers

• Boomerangs – On-boarding & Off-boarding

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MillennialsTalent Attraction

“Over 60% of school pupils today will end up working in jobs that do not exist yet”

Ibec's Director of Employer Relations Maeve McElwee July 2018

• Morgan McKinley conducted a white paper based on research of this market in 2018

• The paper was named “The Workforce in 2025” and had over 3400 respondents

• Objective : To provide insights into the attitudes of Millennials and how they may shapethe workplace of 2025

• Why : Millennials are expected to make up 75% of the workplace by 2025 & many willbe in leadership positions

• Focuses : Behaviour, opinions, values and needs of Millennials in relation to theworkplace vs. Gen X & Baby Boomers

Millennials: 1981-1999 Gen X: 1961 -1980 Baby Boomers: 1960 & before

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Report Trend 1Job Satisfaction

Company’s culture & transparency

Relationships with colleagues

Support or recognition from

manager

66% of Millennials express high levels of job satisfaction

vs.

70% of Gen X and 76% of Baby Boomers

Progression and development opportunities

Flexible working opportunities and work/life balance

Top 5 factors influencing job satisfaction

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Report Trend 2Generation of Explorers

Change of sector Bigger or smaller company Learning new skills

72% of Millennials will leave their employer within the first 5 years

▪ 62% will leave within 3 years

▪ Even Millennials who claimed to be happy in their current jobs were still expecting to leave their jobs in similar timeframes

▪ They are also open to changing their careers and starting from scratch

Wanting to use new skills

Positive Reasons for a Career Change

Change of work environment Career Break Relocation

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Report Trend 3Boomerangs

49% of Millennials either want to return or would consider going back to their former employer

Key Benefit: Significantly quicker to achieve high levels of productivity vs. first time employees

▪ Boomerangs are already familiar with the company’s culture and values.

▪ Established employee-employer relationship,

▪ Return with new experiences and connections

Considerations:

▪ Does your off-boarding process = your on-boarding process?

▪ Do you have an alumni network and how often do you engage?

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A Changing Talent LandscapeThe Workplace in 2025

Flexible start/finish. Mobile working/working from home and hot desking

Reduced/compressed hours Job share arrangements

The talent landscape is changing so employers must adapt to future proof their organisations. Common initiatives today to promote flexible working include:

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RecommendationsAttracting talent and optimising productivity

Recruitment ProcessAdaptable EmployeesRecruit for cultural fit

Proactive Succession PlanningPlan to avoid negativeimpacts of departure

Lateral MovementsAllow employees to move departments

Change responsibilities/duties

Career ProgressionDefined career path and rewards

Keep employees informed

Deconstructing Traditional RolesFlexible working arrangements

Narrower, more specialised roles

Engaging Alumni & BoomerangsKeep alumni engaged

Creates opportunity, makesreturning easier

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‘Hard to find’ hires- Insights

▪ In my opinion, the ROI from the main job boards has reducedsignificantly

▪ Any firm with an internal recruitment function really needs toconsider at least 1 full Linked In Licence

▪ LI Recruiter allows you to map out entire markets and proactivelysearch for your hardest to fill hires

▪ Firms must determine the actual € cost of having this role openover time to make better informed decisions

▪ You must fully utilise your current employee referral networkproperly – It will save you €€ & you get an internal reference

▪ Proactive not Reactive – If you have had trouble year on year witha role type then next year is going to be the same!

▪ When using an Agency, make sure you brief them well & set clearexpectations. There is a ramp up time to get the right candidates.

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Employer Branding- Insights

▪ Employer Branding – An Employer Brand is about defining the essenceof your company - how it is unique and what it stands for. Why wouldsomeone want to work for you?

▪ Whether you have a careers site or just a vacancies page, the moreinformation you can provide the stronger case you make for someoneto apply

▪ Today’s candidates are massively information hungry.

▪ Videos/testimonials of current employees, the office, an explanation ofyour recruitment process, the local area, an applicant info packreceived by every applicant, a Linked in page, clearly defined benefitsdocument.

▪ Video seems to be making the most impact & achieving the mostreturn

▪ Glassdoor management - Glassdoor is really impacting candidate’sdecisions to not only apply but further in the process also

▪ Don’t underestimate the impact of a candidate information pack

▪ Organising Industry events is a strong employer brand builderespecially in areas like Technology & FS

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EVP

▪ Graduate programme training holds a lot of weight in the marketstill for future development.

▪ It’s true – it accelerates your career!

▪ Accountants - Big 4 training is still a massive requirementespecially for most US multinationals globally.

▪ Here’s a list of the top graduate employers in Ireland

‘Please work link’

• You need to apply for a few – competition is fierce.

• Programme Example – CBI (Central Bank of Ireland)

1000 Applicants - 300 to f2f interview - 50 hired – 6 week window

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Getting the most from Partners- Insights

▪ Pick a Recruiter you have a relationship with and invest some time inthem. Tell them the exact way you present the company and let themget a really good sense of the brand.

▪ If you give them some commitment you will get more back – also youshould be able to negotiate a better rate.

▪ Identify problem roles early and engage a specialist. Be proactive anddon’t wait until the role is under fire.

▪ Review your recruitment partners on a set timeframe e.g. quarterly. Inthose review meetings you will learn lots about each other & it willmake both parties more efficient Q on Q.

▪ Ask your candidates to review how they were managed by yourpartners

▪ Make it very clear to your partners how you like to be contacted and atwhat frequency including progress reporting

▪ If you have a PSL, rank your recruitment partners and inform them inQTR review of their ranking!! It is very important information for bothparties.

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Boomerangs – On-Boarding & Off-Boarding- Insights

▪ Does your off-boarding match your on-boarding?

▪ As mentioned, Boomerangs get productive much quicker thannewbies!

▪ You should have a structured off-boarding process which includes anexit interview.

▪ Alumni groups are becoming ever increasing as a source of talentespecially where you were the person’s first employer

▪ Also you may be able to network the Alumni for referrals in the futurealso

▪ It can be as structured or casual as suits the business and be existenton a number of platforms or mediums

▪ With the South East losing a large % of Graduates & youngprofessionals out of the region it is imperative that you remainconnected & keep some form of communication open for the future.

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In Review- Insights

▪ Assess your offering to the millennial & graduate role types – are theresubtle changes you can make to make it more attractive to thatmarket?

▪ Consider a Linked in Licence and YoY planning of hard to fill roles

▪ Evaluate your Employer Brand, it’s not all about big budgets, are therechanges you can make? What networks are you not utilising?

▪ Consider creating an EVP.

▪ Partners - The more you invest in a partner the more you will get backin return

▪ Ensure you are measuring your partners effectively and try minimiseworking with a large number for communication & time reasons alone

▪ As a region, it is vital we are assuming that employees who leave mayreturn to us one day. Consider capturing and driving this as part of anattraction plan

Thank YouQuestions?