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Using Labour Market Intelligence to Impact
your Business
Talent Mismatch Costs Global Economy $150billionPwC 2014
Given this increase in complexity in today’s world, there is a growing demand, importance and value that we can provide in determining organisationsbuy Vs build strategy, talent strategy and location strategy with effective Talent Intelligence
Your Business is making decisions
that will effect Talent Acquisition whether you/your data and insight is
there or not.
Talent Intelligence Sources of Information
A huge variety of sources (including internal systems) dependant on the project type and scope
Market landscape examples
Hiring difficulty Future trends
Country snapshot
Labor cost Locationcomparison
Salary trends
Location assessment Skill supply
Targetcompanies
Salary benchmark
Talent Intelligence: Recruiter level
Understand Labour Market
Role Design
Souring Strategy
(Identification of HVT)
Core service offerings comprise of:
Insights for Personal Outreach
• Who the talent works for• Target company Org Design• Salary Benchmarking• Location Feasibility• Target candidate profile
• Best in Class companies• Identification of target EVP v Philips• Peer identification• Design of personal outreach• Successful outreach platforms
Within these you will have:
M&A Human
Capital Due Diligence & Company Targeting
Human Capital based
Location Strategy
Our core advisory offerings comprise of:
Custom Reports
• Location Feasibility• Sustainability Studies • Stability • Cost • Environment / Now Vs Future State• Competitor location study• Salary Benchmarking
• Peer Talent flow assessment• Macro skills movement• Risk assessment• General high level Executive Leadership
Assessment• Peer identification• SWOT Analysis
Within these you will have:
Organisation Design &
Role Mapping
Talent Intelligence: Strategic level
Facts • €1m of external research fees avoided to date through the use of
our Talent Intelligence function• Over €4Bn of Philips decisions
impacted by Talent Intelligence since forming in 2016
Who do we work with?
Risk Mitigation
Feasibility
Competitive Advantage
The Philips Research North America organization recently moved to Cambridge, MA.
They were looking to ensure that they were competitive in the market all comp and benefits, working conditions, as well
as other more fringe “perks”.
A full study was conducted looking at Cambridge and the broader Boston area. Within this we looked into
competitors, their offerings, their growth, the overall talent landscape, potential risks moving ahead, future
talent pipelines, the overall brand within the area amongst other factors.
The outcome of this was a comprehensive set of recommendations for the site leadership in how to further
enhance our offering. This was vital in Philips’ decision to relocate our Americas HO to Cambridge
“As we are focusing on innovation for health, we have
evaluated our real estate footprint and decided that,
rather than being in more quiet areas, we ought to be at the
hotspots of talent,”- Frans van HoutenCEO Royal Philips
Human Capital based
Location Strategy
“We are not yet as diverse as we want to be. This is especially true of gender diversity. Around 36% of our organization are women; with representation reducing to just below 20% at senior leadership level. We’ve made significant progress in the last five years but we are not moving nearly fast enough.”Frans van HoutenCEO Philips
“We commit to the near
term goal of 25%women in senior leadership positions by 2020 – and beyond
30% thereafter .”Frans van Houten
CEO Philips
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Group IT GroupOperatio ns
Group Finance Strategy &Innovation
HR Sales andMarketing
Group Legal Engineering Q&R R&D
China France Germany India Netherland s Singapore USA
Deep Diver into Gender to deliver actionable Talent Acquisition attraction strategies to drive diversity across the group
Used the Macro level data combined with contextual information and internal data points to build targeted battle cards for each of the given geographies. These help inform both the overall TA strategy but also are vital operationally to help guide expectations with the business around talent availability, optimal locations for positions, potential contextual issues etc.
Custom Report
Context
If you’re too close it is impossible to see the context.
“Don’t get so caught up in the process, so busy in the weeds, that you miss the big picture, miss the context…. miss the bear moonwalking through your organisation.”
Toby CulshawHead of Talent Intelligence, Philips
Thank you andany questions?