Implementing an Infrastructure to Transform Talent Acquisition ERE Webinar Series – March 2009

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

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

"640K ought to be enough for anybody." Bill Gates, 1981

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

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%

Apprentice Linemen

Plant Equipment

Operators

Electricians

Customer Service

Representatives

Security Officers

Administrative Assts.

Plant, Lab, Chemical

and Technicians

Engineers

IT Professionals

Accountants &

Financial Analysts

Designers

HR Professionals

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

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

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

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

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

Interviews with key stakeholders

Evaluation of Talent

Alignment with the Business

Proximity to the Business

Analyze recruiting processes

Alignment with business objectives

Identify inefficiencies and manual tasks

Customer Focus

Asses impact of current platform

Address quick fixes

Identify future direction

Develop business case

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

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

Step 3: Technology Implementation Objectives, Alignment and Gaining Support

Step 3: Technology Implementation Objectives, Alignment and Gaining Support

Step 3: Technology Implementation Objectives, Alignment and Gaining Support

"We're going to turn this team around 360 degrees." Jason Kidd, upon his draft to the Dallas Mavericks

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

Get outside of Recruiting/HR

Enroll your biggest critics

Strong Technical 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

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

Control over technology implementation

Reorganize processes to improve candidate care

New Career Site

Guiding Principles:

Target

Engage

Respect

Inform

Additional Impacts of Transformation User adoption Optimized metrics for tracking recruiting performance 5% of our workforce applies to jobs each month

User adoption

Optimized metrics for tracking recruiting performance

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.

Met established goals

100% of Recruiters agreed that the transition to new ATS was successful.

Executive Briefing generated “Champions” for the new product.

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

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

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

Questions? Rob Sunderland – [email_address] Sean Kent – [email_address]