connectin london: from traditional to strategic talent acquisition
DESCRIPTION
This presentation is from our recent ConnectIn London event where Transport for London & Mark Group shared their story and next steps on evolving their approach to a strategic talent acquisition model. Follow the conversation at #intalent.TRANSCRIPT
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From Traditional to Strategic Talent Acquisition
How to Evolve Your Approach
Gareth Taylor
Recruitment Transformation Manager
Transport for London,
Jon Sleightholme
Recruitment Director
Mark Group, @JonSleightholme
#intalent
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www.markgroup.co.uk
Helping our customers become energy efficient since 1974
Lose Less. Use Less. Generate More.
www.markgroup.co.uk
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www.markgroup.co.uk
Mark Group
“40 years in business – from humble origins to a global leader”
Presented by
Jon Sleightholme Director of Recruitment & Talent Management
#intalent
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www.markgroup.co.uk
• Teacher
My Career
• Rugby Player
• Sport2Business - career transition, outplacement and strategic hiring
• Mark Group - transforming a business from “old school mentality” to strategically acquiring and managing talent globally
#intalent
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www.markgroup.co.uk
• Family business established in 1974
Mark Group Facts & Figures
• Over 3000 employees worldwide
• Turnover - £300 million (2013/14) forecast to double in the next 5 years
• Market leader in the UK
• Growing international presence - USA, Australia and New Zealand
#intalent
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www.markgroup.co.uk
• The UK’s leading provider of Domestic Energy Efficiency Solutions - at its heart traditional and conservative
Mark Group Business Overview
• Economic drivers - Energy security and Energy prices
• 10,000 homes/businesses a week globally more energy efficient… “taking the light from under the bushel”
#intalent
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www.markgroup.co.uk
Mark Group Talent acquisition journey
2012
• Under skilled, under resourced HR team
• Exclusively reliant on external agencies
• Post and Pray • Multiple relationships • Take control/reduce
costs
2013
• Split of HR and Talent acquisition
• Investment in the team globally
• More proactive approach
• Utilization of social media – Linkedin/Twitter
• Increase cost savings/reduction in attrition
2014
• Continuing education of line managers
• Embrace case studies • Develop the employer
brand • Grow the team globally
- USA major focus • Further embrace social
platforms • Links to local
Universities • Continue to reduce
cost and attrition
2015+
• Evolution of a proactive and strategic approach
• Build on employer brand – why do people work here?
• Employer of choice within the industry
• Employee Engagement strategy
#intalent
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www.markgroup.co.uk
• Embrace the doubters….
Mark Group Key lessons so far….
• Case studies are powerful!
• Build on the quick wins
• Fine the very best talent to join your talent team
#intalent
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0
TfL Recruitment 22 May 2014
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• TfL is responsible for the day-to-day to operation of the Capital’s public transport network,
managing London's main roads and the planning and building of new infrastructure
• We manage the city’s buses, the Tube network, Docklands Light Railway, Overground and
Tramlink.
• We also run Barclays Cycle Hire, London River Services, Victoria Coach Station, the Emirates
Air Line and London Transport Museum.
• As well as controlling a 580km network of main roads and all of the city's 6,000 traffic lights,
we also run London’s Congestion Charging scheme.
• Regulating taxis and private hire vehicles are part of our remit too.
• Every day around 24 million journeys are made across our network.
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Transport for London
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Team Hires 2013/14
Operational* 875
Head Office 1576
Temporary Labour 1610
Graduates / Apprentices 160
Total 4221
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To deliver these services
29,000 staff
– 17,000 Operational
– 12,000 Head Office
Recruitment team of 50.0 staff delivering
* Operational recruitment services are provided by a 3rd
party partner
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• £2.4 billion savings target included in 2010/11 Business Plan
• The Strategic Sourcing Programme was established in 2012 to review
all back office functions, to support and enable the delivery of these
savings targets.
• Key activity was to undertake
supplier market testing
3
Transport for London
Supplement to the Official Journal of the European Union
• To supplement the market testing we
also benchmarked our services against
those of similar organisations
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A programme of internal transformation initiatives were identified to
derive both Financial and non-Financial benefits
• Performance Management
• Supplier Management
• Direct Sourcing
Transport for London
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5
Cumulative Trends Escalations &
Exception reporting
% Mark-up and
Year on Year
Trends
Cost Per Hire Quality of Hire
Performance Management
Introduction of team and business performance measures to
influence behaviours
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Enable robust Supplier Management through the combined tender for
all Recruitment Service products
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Supplier Management
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Strategic:
Low cost
Efficient
Quality of hire focus
Proactive pipeline-based process
Reactive:
High cost
Labour-intensive
Applicant quantity focus
Req to req process
Developing
Foundational
Strategic
Traditional
7
Direct Sourcing
Talent Acquisition is becoming more strategic as
organisations learn how to engage passive talent
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Direct Sourcing Solutions
• 25 Recruiter Licenses
• 62 Job slots
• Job wrapping
Employer Branding Solutions
• Dynamic Careers Page
• Employee Profile Ads
• 2 million Traffic Drivers
• 4 x Lead Generation InMail campaigns
Direct Sourcing
Linked In Solution
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Transport for London
Political / Cultural Barriers to Linked In
– Business case for Investment
– Resistance to use of Social Media
– ‘Old boys’ network
– Employee Relations
Team Barriers to Linked In
– Resistance to change
– Capability
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Direct Sourcing
Job Wrapping
19 1,488
Job Applications
Average Monthly
Applications
Average Applications
per Job
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Direct Sourcing
Careers Pages
Default
CPD
IT
Commercial
Surface
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Direct Sourcing
Lead Generation Campaigns
IM Talent Campaign
• Deployed 2,500 InMails
• Open rate 36.8% (above industry ave ~30%)
• Response rate 9% (above industry ave 5%)
• 224 leads in recruiter folder
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Direct Sourcing
Employee Members
Monthly Employee Profile Views
Monthly Company Page Viewers
Monthly Career Page Viewers
Total Followers
Monthly Job Viewers
Talent Brand Engagement
Talent Brand Index
Impact of investment
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Direct Sourcing
Impact of investment
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Key Performance Indicators FY2013 Target
FY2014
Actual
FY2014 Impact
Cost per hire £1,946 £1,557 £1,497 23%
Hires per Recruitment Consultant 76 98 104 37%
Days to fill an open position
- Band 1-4 (SLA 60)
- Band 5+ (SLA 90)
68
90
60
90
43
46
32%
49%
Customer satisfaction survey New 80% 88.5%
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The future
2013/14 targeted financial savings and productivity improvements
2014/15 is all about completing the triangle and we will be
concentrating on the Quality of service provision.
3 Key improvement objectives
• Candidate Experience
• Hiring Manager Satisfaction
• Quality of Hire
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Direct Sourcing remains key to the delivery of our future objectives
Using the experience of the first 8 months of our relationship with
Linked In we are considering how best to build a robust and engaging
model
• Longer term investment in a ‘fit for purpose’ solution
• Improved Recruiter license usage
• Business ownership of Careers Pages and updates
• Demand planning for Lead Generation Campaigns
How does LinkedIn support
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What can a Finance person teach
recruitment?
My experience of managing TfL
recruitment has been very different
to managing any other service
function through change
• 95%+ of those we engage are
disappointed
• High level of transactions
• Lack of Commercial skills
• Everyone thinks they can do it
Quicker / Better / Cheaper
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• You can only manage what you
measure
• Compliance is key in such a
highly transactional
environment
• Need to capture and market the
great stuff as well as taking
remedial action on the bad
• HR Delivery teams need to work
closer with Recruitment and take
a more commercial approach to
building accurate, yet flexible,
resourcing demand plans
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Any Questions?
Gareth Taylor
Recruitment Transformation Manager
Transport for London,
Jon Sleightholme
Recruitment Director
Mark Group, @JonSleightholme
#intalent