Implementing an Infrastructure to Transform Talent Acquisition

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  • + guestea7374 guestea7374 8 months ago
    Wow. What an unbelievably accurate Presentation. converting to ADP VirtualEdge and what a nightmare. Decent Produxt but both ADP VE Team and Internal Team are nightmares.
    Key:
    Hiring Manager involvement
    Recruiting Team Buy In
    Project Plan
    Need 9 Months
    For a succussful Conversion.
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Notes on slide 1

Each speaker introduces themselves, talks to their role on the project, etc.

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Implementing an Infrastructure to Transform Talent Acquisition - Presentation Transcript

  1. Implementing an Infrastructure to Transform Talent Acquisition ERE Webinar Series – March 2009
  2. Today’s Discussion
    • Balancing Strategy, Detail and the Real-world Challenges of Project Management
    • Creating Ownership
    • Implementing Infrastructure
    • Key Learnings
    • WIFIM: You’ll gain the following:
    • A proven approach; Specific objective recommendations; Actual measured outcomes
    Change Management
  3. "640K ought to be enough for anybody." Bill Gates, 1981
  4. Southern Company
    • Employees: 26,421
    • Hires in 2007: 2054 external; 1864 internal; 400 temps
    • 714 exempt
    • 670 nonexempt
    • 670 craft labor
    • Average Service: 18 years
    • Average Age: 45 years
    • Turnover: 4.5% – 5%
    Workforce Highlights
    • Apprentice Linemen
    • Plant Equipment
    • Operators
    • Electricians
    Craft Labor
    • Customer Service
    • Representatives
    • Security Officers
    • Administrative Assts.
    • Plant, Lab, Chemical
    • and Technicians
    Non Exempt
    • Engineers
    • IT Professionals
    • Accountants &
    • Financial Analysts
    • Designers
    • HR Professionals
    Exempt
  5. Our Situation…
    • Poor system performance and reliability
    • Increased reliance on temporary workers to handle manual / administrative tasks due to limited product functionality
    • Difficult to easily gather, document and deliver promised metrics to customers
    • Low adoption by hiring managers
    • Frustrated customers – resulting in poor perception of Talent Acquisition and strained relationships with HR
    Low customer satisfaction Poor credibility Exhausted team members Not a career destination Talent Acquisition
  6. New Direction
    • Actions taken:
      • Leadership changes
      • New recruiting team alignment
      • Created Operations function
        • Technology & Vendor Mgt
        • Metrics
        • Training
      • Retained The Newman Group
        • Organization Assessment
        • ATS Support
      • ATS Project Approved, Implemented & Launched
    2005 2006 2007 Best in Class 2008
  7. Step 1: Strategic Assessment Process Alignment Technology Alignment Structure Alignment Collaboration Needs Analysis
    • Interviews with key stakeholders
    • Evaluation of Talent
    • Alignment with the Business
    • Proximity to the Business
    Structure
    • Analyze recruiting processes
    • Alignment with business objectives
    • Identify inefficiencies and manual tasks
    • Customer Focus
    Process
    • Asses impact of current platform
    • Address quick fixes
    • Identify future direction
    • Develop business case
    Technology
  8. Step 2: Vendor Evaluation Technical Specs Vendor Specs Functional Specs Request for Information Product Demo & Hands on Testing vendor vendor Requirements Analysis Full life cycle recruiting Reporting & Metrics General Functionality Vendor Evaluation Team: (20 Members) Recruiters HR Partners IT Hiring Managers
  9. Step 3: Technology Implementation “ Pit of Despair ” “ New Project Excitement ” “ Not Again” “ Cautious Optimism ” Survival Toolbox: Comprehensive project plan Sub-committee project teams led by Core Team Members – accountability Over communicate Stakeholder involvement – application design, testing, training phases Emotions Project Timeline
  10. Step 3: Technology Implementation Objectives, Alignment and Gaining Support
  11. Step 3: Technology Implementation Objectives, Alignment and Gaining Support
  12. Step 3: Technology Implementation Objectives, Alignment and Gaining Support
  13. "We're going to turn this team around 360 degrees." Jason Kidd, upon his draft to the Dallas Mavericks
  14. Get the right team in place
    • Get outside of Recruiting/HR
    • Enroll your biggest critics
    • Strong Technical Team
    Project Implementation Team Process; Configuration Content; Web Site; Testing; Training; Comm.; Reporting Functional Core Team
    • Full-time dedicated resources on
    • Functional Team. Backfill with
    • contractors.
    • Core team members lead sub teams
    • Recruiting owns the project
    • Resource continuity throughout
    • transformation efforts
    Executive Sponsor Steering Committee Project Manager Technical Team (Integrations) Functional Core Team Organizational Expertise Program integrations Single Sign-On Process; Configuration Content; Web Site; Testing; Training; Comm.; Reporting Mgrs; HR partners; EEO; HR Service Center; Recruiters
  15. Tangible Impacts of Transformation
    • Control over technology implementation
    • Reorganize processes to improve candidate care
    On time delivery & Under Budget
    • New Career Site
    • Guiding Principles:
    • Target
    • Engage
    • Respect
    • Inform
  16. Additional Impacts of Transformation
    • User adoption
    • Optimized metrics for tracking recruiting performance
    5% of our workforce applies to jobs each month
  17. Survey Says…
    • Met established goals
    • 100% of Recruiters agreed that the transition to new ATS was successful.
    • Executive Briefing generated “Champions” for the new product.
  18. Putting it all together Increase efficiencies Assess technology Determine Structure Strategic Assessment Requirements gathering Product demo & sandbox Formal and controlled Vendor Evaluation Project Plan Design Testing Training Change Management ATS Implementation
  19. Learn from us
    • 10. Double the cost estimates you receive from vendors
    • 9. Eight months to implement; expect the unexpected
    • 8. Simplify things; Expect future phase projects
    • 7. Conduct reporting summit prior to product design
    • 6. Utilize core team to deliver training and support product
    • 5. Strong competent IT team if integrations are critical
    • 4. Utilize a consulting firm that specializes in this area
    • 3. Develop your project plan prior to vendor kick off
    • 2. Collaborate with the business throughout
    • Full-time dedicated project core team
    Don’t rely too much on the vendor or the consulting firm – it’s your product, you need to know how it works
  20. Questions? Rob Sunderland – [email_address] Sean Kent – [email_address]

+ beeshieldsbeeshields, 8 months ago

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