seminar d2 - cipd · enhancing your brand and value to attract the right talent . jane graham...
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Sponsored by
Seminar D2 Enhancing Your Brand and Value to
Attract the Right Talent
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Jane Graham
Resourcing Manager
Enhancing your brand and value proposition to attract the right talent: The importance of having an holistic approach
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Marketing in HR
Old versus new Traditional talent acquisition skills
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LIVE·WORK·INNOVATE
Welcome to the HR & OD team meetingpicture of tea drinkers
It’s all about the
brand
It’s not all about
HR
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LIVE·WORK·INNOVATE
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LIVE·WORK·INNOVATE
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Recruitment case study
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LIVE·WORK·INNOVATE
Why social work?
Why social work
• Adult and Children’s social care highest spend areas (1/3 of overall budget)
• Retention poor/vacancy rates high/agency spend high – not sustainable
• Statutory service • High risk – reputation • National shortage • Supply not expected to meet demand until 2020
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LIVE·WORK·INNOVATE
Welcome to the HR & OD team meetingpicture of tea drinkers Our journey - 2014
• EVP development • Understanding our audience • Major advertising campaign • Refreshed ‘offer’ (USPs), (mobile friendly) website +
new branded collateral • Social media • Candidate and employee insight/engagement • Analytics
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LIVE·WORK·INNOVATE
Welcome to the HR & OD team meetingpicture of tea drinkers Our journey - 2014
• EVP development • Understanding our audience • Major advertising campaign • Refreshed ‘offer’ (USPs), (mobile friendly) website +
new branded collateral • Social media • Candidate and employee insight/engagement • Analytics
Reputation and presence
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LIVE·WORK·INNOVATE
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Welcome to the HR & OD team meetingpicture of tea drinkers Hard results
• 340 applications received /130 appointments made 2014/16 (105/25 in 2013/14 pre-campaign)
• Turnover 21% (2014) to 12% (2016) • Agency numbers down 67% • Agency spend reduced from £3.2M to £1.8M from 2014 (overall
council agency spend reduced by £5M since 2014/15)
• 13 vacancies remain (headcount 110.5 FTE)
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LIVE·WORK·INNOVATE
Welcome to the HR & OD team meetingpicture of tea drinkers Softer results
• Long-lasting, sustainable change • Galvanised a holistic approach • More risk-friendly • Brought us into the 21st social media century! • Developed new skills in HR • Gave us a blueprint for future campaigns
Created a marketing mindset
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LIVE·WORK·INNOVATE
So…what followed that?
Blueprint/toolkit – holistic approach: • Meet with hiring manager early
• Use of behavioural profiling
• More use of social rather than paid advertising
• More use of services as ‘brand ambassadors’
• Talent pooling using ATS
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Welcome to the HR & OD team meetingpicture of tea drinkers
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LIVE·WORK·INNOVATE
Results from our new approach
• Applications increased by 157%
• Shortlisted candidates increased by 153%
• 82% of all vacancies filled (compared to 55% the year before)
• Advertising spend has decreased by £133,860
• Social media reach and engagement increased substantially
• Hard to recruit to roles more likely filled first time round
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LIVE·WORK·INNOVATE
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LIVE·WORK·INNOVATE
Marketing in HR
Reference: https://www.linkedin.com/pulse/recruitment-vs-talent-acquisition-euan-mcnair
New
talent acquisition skills
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ANY QUESTIONS?
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25
CASE STUDY: HIRING
ENGAGING DEVELOPING
THE CREATIVE CLASS
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JON DAWSON DIRECTOR OF HUMAN RESOURCES MANDARIN ORIENTAL HYDE PARK LONDON
INTRODUCTION
@JonDawson01
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OVERVIEW OF THE BUSINESS KEY OBJECTIVES & DELIVERABLES CHALLENGES WHAT WE DID RESULTS / KEY LEARNINGS Q&A
AGENDA
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• 2013: To create a new unique hotel brand and mark the next chapter in the luxury lifestyle hotel sector.
• EDITION brand aimed to attract guest from Music, Fashion, Art and the Entertainment
sectors. • HR Strategy: Target future employees from same sectors as the guests thus creating
natural engagement. • Train and develop hotel technical skills required.
• Create employee engagement strategies enabling guests to receive an authentic,
personalised service experience.
BUSINESS OVERVIEW
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• Devise innovative talent strategies
• Attract employees from the creative class sectors to hospitality
• Create a new unique orientation experience
• Implement training programs to ensure
outstanding guest service • Craft unique employee engagement strategies to
emotionally engage the talent hired
• Develop talent for the future growth of EDITION • Devise and implement long term frameworks HR KEY OBJECTIVES
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DELIVERABLES
£ BY YEAR 3
Top ¼ GALLUP GUEST SERVICE INDEX
75% EMPLOYEE
ENGAGEMENT
Build a strong positive reputation and recognised by a variety of publications
BY YEAR 5
TOP 20
BY 3RD YEAR 3
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• No employer brand presence in UK • Set to compete with the high end luxury and
lifestyle established brands
• Attract and hire 250+ new employees ready for the opening
• Continue the strategies following the opening
KEY CHALLENGES
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STRATEGY OVERVIEW
Devise a recruitment
strategy that would aim to attract “creative class” & hospitality professional.
.
Ensure the Interview
process was seamless where potential employees
could experience the brand.
Create a different “World Class” Orientation and on
boarding experience.
Produce exciting on the job training experiences.
Reinvent traditional hotel employee engagement
strategies.
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Phase 1: Positioning EDITION in the local market • Targeted recruitment marketing campaigns • Generated excitement in sectors we aimed to attract
talent from Phase 2: Create bespoke cutting edge talent events • Employee Experience devised a set of talent events
• Like-minded people were exclusively invited to attend
• Events allowed potential candidates to find out more
about EDITION MILESTONES
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EXAMPLES
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EXAMPLES
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Phase 3: Implement a pioneering orientation and on-boarding training strategy. • Created a unique orientation experience • Designed a 10 day “countdown” prior to opening • Constant service and training evaluations Phase 4 – Maintain the culture and hiring strategy. • Continued to host unique talent events • Orientation / training in the hotels nightclub / unique
spaces • Employee led engagement group that utilises the talent of
the “creative class” MILESTONES
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EXAMPLES
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EXAMPLES
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EXAMPLES
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• Slightly higher levels of labour turnover when compared to hotel sector
• Talent targeted by the competition
• Training new employees from outside of hospitality sector took longer
• Increased time to hire due to the more in depth interview process
• Larger investment in recruitment advertising strategy originally required
• Detailed cost benefit analysis over 3 years demonstrated the business results and
profitability outweighed the drawbacks
DRAWBACKS
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THE RESULTS
2017: 3rd place
2016: 7th place
2015: 8th place
THE BEST PLACES TO WORK IN HOSPITALITY RANKINGS
KEY INDUSTRY ACHIEVEMENTS:
• “Best Hotel in the UK” in 2015 at the annual industry Catey awards “The Oscars of the hospitality world for the UK”.
• In 2016 the Hotel was shortlisted as a finalist at the CIPD awards • 2016 HR Team of the year at the industry Catey awards
£M By year 2
£ Highest £ generating
Restaurant in company
GALLUP Top ¼ of Ritz Carlt
on Benchmark
EMPLOYEE ENGAGEMENT
Target: 75% Results: 76%, 81%
Various Industry
Accolades & Publication Write ups
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• Have a clear HR strategy that focuses on your
customer service needs
• Know your short term and long term objectives
• Work with experts in their field to help you devise your recruitment marketing plan
• Keep evaluating your strategy – Do the positives outweigh the drawbacks?
• Involve your talent in shaping your employee engagement strategy
• Push the boundaries & don’t be afraid to do things differently to your industry norms
KEY LEARNINGS
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THE NEXT CHALLENGE
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PRACTICING THESE CONCEPTS @ MANDARIN ORIENTAL
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QUESTIONS
@JonDawson01 @JonDawson01