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Presentation Final   April 2009
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Presentation Final April 2009

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Transcript

  • 1. Telstra E&G Case Study April 2009
  • 2. Background – The challenge
    • The increasingly aggressive and intelligent nature of the talent acquisition market means that Telstra Government & Enterprise must look for every opportunity to attain an ‘edge’ in sourcing techniques for key critical roles.
    • Current talent sourcing methods have;
      • Focused on only active candidates in the market
      • Do not always identify the key high performers in the passive
      • market
      • Usually involve a significant lag time between vacancy and
      • placement
      • Lack structure, sophistication and rigor
    • These characteristics are particularly pertinent to key critical roles
    • across the E&G business.
  • 3. E&G Specific Requirements
    • E&G’s specific requirements are as follows:
    • E&G have identified 3 key critical role types across the business.
    • These critical roles have the following characteristics:
      • They are key to business continuity
      • They are high impact
      • They have shallow internal succession depth
      • They have high retention risk
    • The roles vary in scope and size but all are expected to experience planned and unplanned vacancies within the next 12 months
  • 4. The solution
    • The solution that E&G have adopted, through partnership with Talent Intelligence, is to build strategic internal talent acquisition capability through a specific intelligence gathering process called Talent Pipelining.
    • What is Talent Pipelining?
    • “ Talent Pipelining is the continuous benchmarking and engagement of external talent against key critical roles in your business, with the objective to substantially increase the quality of your recruitment outcomes whilst significantly reducing the cost.”
  • 5. Talent Intelligence Pipelining Process
    • Talent Pipelining provides continuous intelligence on individuals who have all been qualified against agreed criteria which includes:
      • Work background / history
      • Definition of their current role / major achievements
      • Career ambitions / drivers
      • Who they see as their greatest competitors and why
      • Preferences around mobility both nationally and internationally
      • Their current remuneration conditions and desired remuneration if they were to leave
      • Who they would and wouldn’t like to work for and why
    • The key outcome is to identify the ‘getability’ of each individual – i.e. what it will take to hire them.
  • 6. Results to date…
    • Across all E&G roles
    Talent Intelligence is conducting initial research across 30 organisations nationally Ongoing socialisation by Telstra provides a passive external succession pool of candidates 703 people identified across all roles 118 candidates with biographical data 59 with high fit ranking 14 engaged by Telstra
  • 7. In detail - CMT Role
    • The Client Management Team Leaders are potentially the most
    • complex and are the most senior account management roles within
    • E&G.
    • Results thus far:
      • 205 Candidates identified
      • 37 candidates with full biographical data
      • 7 Candidates recommended for one of the Melbourne positions
      • All 7 requested by Telstra for an introduction
      • 6 of the 7 agree to meet Telstra for exploratory discussions
      • 4 have progressed to second stage introductions
      • First placement confirmed 01 April
  • 8. Proprietary TIMS ™ system Current pipelines for E&G Each pipeline will contain a minimum of 30 qualified candidates which will grow over time. This essentially makes up E&Gs external talent pool.
  • 9. Qualified Candidates Each pipeline contains a list of qualified candidates each assigned a ranking of fit Details include candidates remuneration, availability, and a comments section
  • 10. In-depth summary of individual skills The TIMs system allows you to drill down and qualify the candidates against a number of pre-determined criteria – for example leadership experience, specialist skills, technical knowledge.
  • 11. Value Proposition of Talent Pipelining
    • Deep, qualified, talent pools mapped against key critical roles
    • Anticipated cost savings in excess of 60% against standard recruitment practices
    • Efficiencies generated through decreased time to hire and associated opportunity costs
    • Active engagement with the passive talent market
    • Positive branding exercise in terms of positioning Telstra as an innovative employer of choice
    • Quarterly targeted market intelligence reports
    • Significant reduction in human capital risk, through best practice succession risk management
  • 12. Next Steps / Discussion