Steven Brand from Deloitte UK talked about how collaboration can impact an attraction strategy at the London Rebels of Recruiting Roadshow stop!

1. You’re not alone.
How collaboration can
impact an attraction
strategy
22 September 2015
Steven Brand

2. Introduction
​Me
​ Career includes client side at EY and client facing in recruitment marketing/brand agencies
​ Responsible for attraction across UK firm with focus on experienced professionals
​ Part of the team which formulate, manage and assess our talent brand across the business
​Deloitte
• 15,000 person business from corporate audit to leading edge digital
• Part of the global member firm network comprising over 200,000 colleagues
• A business of purpose
• A well-­known brand – but not always an accurately understood one
− We do not wish to be badged as ‘big 4 accountant Deloitte’
2

3. Our direction of travel
In brief: talent has never been higher up on the Deloitte agenda
​ Like everyone we want to grow and need access to the right talent to do so
​ We are a purposeful business globally with clearly stated ambitions
− Purpose resonates with key audiences
​ We have a CEO strategy to turn those aims into a UK reality
​ Talent is referenced in the CEO strategy – and expanded upon via an Exec-­led talent and culture strategy
The business recognises that talent attraction and engagement represents a huge opportunity for the firm if
done well (and a significant risk if not) – but it’s not a challenge that is passed to resourcing alone to deal
with…
3

4. We’re not alone
In brief: we need to be part of the business change, not separate
to it or parallel with it
​ Allying ourselves to high profile developments makes it easier to be heard
• We are not a competing request for time
​ We can add power to our aims and requests by tying them back to our core purpose and strategy
• Not just about recruitment but about adding value to the business
• Opportunity to grow the conversation and demonstrate the broader impact we can have beyond resourcing
​ We can deliver consistent messaging to both internal and external audiences – across both a talent and a
B2B context
• Drawing a line from purpose into talent attraction gives us consistency which can be helpful as customers become
candidates, then employees and potentially customers once again
• Talent is smart enough to not need content packaged specifically for them
4

5. In fact, we’re surrounded
By people and programmes that can support what we do – and
who can benefit from our involvement
​ I’ll share just three examples of how we’re collaborating with others – internal to the organisation and
external – to help shape, grow and deliver our attraction plans.
​ They are:
• Corporate digital
• Brand management
• The Guardian
5

6. Corporate digital
​Working together on funding and delivery of a social sharing platform for use by practitioners across the
business:
− Empowers our people to bring their connections to life
− Can also grow their personal brand and eminence
− Which in turn boosts the desirability of the firm – to purchasers or candidates
− Broader team gives access to broader content for a richer library
− Improves our reach to key stakeholders across the business
6

7. Brand management
​Working alongside the brand team to align our firmwide purpose to our talent strategy to present a joined up
set of messages to candidates and colleagues:
− Delivers a robust EVP by linking it all the way up to purpose
− Simplifies messaging for key talent stakeholders (not a separate framework)
− Provides clarity of promise to both external candidates and internal colleagues
− Smooths the transition from outside the firm to inside
− Deliverables include language and visuals as well as stakeholder identification and management
7

8. Global publisher
​Commercial partnering arrangement to build our brand in key areas with a potentially different audience:
− Platform built for interaction and story-­telling
− Opportunity to build our eminence and reputation (with talent and business impacts)
− Be brave by not trying to own the conversation – just facilitate it – for greater credibility
− Not a traditional Deloitte title, but boasts an audience we’re very interested in
− Leverage the reach of the publisher, not the limits of our own audience
− Completely trackable with reusable content
− Heavily linked in to social sharing platform
8

9. The impact of others
​What it might do
• Slow you down
• Change the costs involved
• Challenge your sense of ownership
• Frustrate your project plan and your deadlines
​But what it will also do
• Add extra power and influence to your end product
• Give you ideas and new directions
• Make you an even more valuable business asset
• Move you from being a cost centre to a potential profit centre
9

10. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of member firms,
each of which is a legally separate and independent entity. Please see www.deloitte.co.uk/about for a detailed description of the legal structure of DTTL and
its member firms.
Deloitte LLP is the United Kingdom member firm of DTTL.
This publication has been written in general terms and therefore cannot be relied on to cover specific situations;; application of the principles set out will
depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of
the contents of this publication. Deloitte LLP would be pleased to advise readers on how to apply the principles set out in this publication to their specific
circumstances. Deloitte LLP accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material
in this publication.
© 2015 Deloitte LLP. All rights reserved.
Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC303675 and its registered office at 2 New Street
Square, London EC4A 3BZ, United Kingdom. Tel: +44 (0) 20 7936 3000 Fax: +44 (0) 20 7583 1198.