Sourcing and attracting ghanaians from the diaspora final 2
SOURCING AND ATTRACTING GHANAIANSFROM THE DIASPORA-A STRATEGIC OUTLOOK by Dennis Casely-Hayford 2012
PRESENTATION OVERVIEWVisionGoalsStrategic ImperativesBest Practice/New ParadigmBrandingSourcing Strategies and TacticsSummary 2
VISION To be a valued and respected world-class Recruiting Organization that enables a high-performance culture by: Providing pro-active, creative, strategic sourcing and recruiting Using best practice and cost-effective tactics Ensuring hiring objectives are achieved 3
VISION FOR ENABLING TALENT IN-FLOW A talent forecasting methodology that stems from business direction, customer expectations, and operating objectives Established talent sourcing methodologies to uncover the best diverse Ghanaian talent in advance of needs Partnership with Talent Management to establish a campus relations and recruitment strategy plan and resources to enable annual hiring of the best/brightest Ghanaian graduates in the diaspora with experience into management and senior management roles Established Global Search Partnerships with specialized knowledge, processes and metrics to enable swift identification and placement of key Ghanaian talent Talent Branding messages, collateral, and tools that can be leveraged around the world and localized, such that Ghanaian talent can appreciate all that Newmont can offer as an employer With Speed, Acquire and Deploy 4
STRATEGIC GOALS Attract and acquire Best-In-Class Ghanaian talent while providing ROI to Newmont by maximizing hiring through primary sourcing engines Development of talent attraction channels that ensure that a robust, diverse, pipeline of high caliber Ghanaian candidates needed to ensure current and future business results are achieved Build a great employment brand and hire the very best performers Enable Recruiters to increase focus on best practice talent acquisition practices, i.e. hiring manager engagement, needs definition/planning, candidate closing Streamline and reduce agency fees, and utilize savings in a more effective cost-savings spend manner 5
STRATEGIC IMPERATIVES THAT UNDERLIE THE GOALS Develop high performance Recruiters Build and develop our sourcing capabilities Move from a requisition-driven model to a relationship model to build talent pipelines well in advance of needs Better leverage staffing spend and ROI Establish, analyze, and report metrics The ability to quickly ramp-up for growth is critical to success 6
CHANGING THE TALENT ACQUISITION PARADIGM TO BEST PRACTICE Typical Paradigm- New Paradigm-Pro-Requisition/Vacancy Driven Active/Relationship-Opportunistic Reactive Recruiting Pro-Active Sourcing Filling Jobs Delivering Best-in-Class Talent Processing Transactions Building Relationships and Talent Pools in Advance of needs High Cost ROI Paradigm needs to quickly change 7
Reactive Recruitment Model The reactive stance of recruiting ignores the larger pool of passive candidates and focuses largely on active candidates. 1 2 3 4 5 Pools are All insight into candidate Little to no emphasis is Larger mass of Process starts placed on restocking assembled almost from “standing credentials gained after passive candidates talent pools with entirely with active stop” each time. process has been set in unavailable. qualified declined talent looking for us. motion. candidates. Passive Candidates Active Candidates Intake Interviewing Decision Conversion New HireSource: Recruiting Roundtable Research
Proactive/Pipeline Recruitment Model The imperative to recruit before you have need to identify the best passive individuals and build strong relationships. Organizations are investing in …to drive slate quality ...and improve core recruiting metrics talent pipelines … Direct Outcomes Ultimate Outcomes High Quality Slates Talent Pipelines: Every 10% improvement in Higher Quality Deep pools of slate quality translates into Hires named and known a 5% improvement in talent with which we quality of hire. have built Decreased Time to relationships and Fill Faster “Time to Slate” that can be tapped quickly to fill Every 10% improvement in interview slates slate quality translates into Lower Cost per 3% improvement in time to Hire fillSource: Recruiting Roundtable Research
BRANDING Opportunity to revitalize corporate job page by making it interactive via flash video integration, recruitment blogs, podcasts Sponsorship and participation of events by key functional leaders Video featuring employee testimonials Active presence on professional/social networks Recruitment at non-recruitment events, i.e. exhibiting at trade shows and professional association events to increase brand awareness and source passive prospects We must increase Newmont Ghana brand visibility- Critical to our goal in attracting Ghanaians from the diaspora 10
SOURCING STRATEGIES Strategy TacticEmployee Referral Incentive Program Proactively approach key employees for referrals (program targeting), leverage non- employee referrals, enhance reward systems for key tough to fill jobsTalent searching via networking tools Job Posting/Candidate Sourcing-LinkedIn, Twitter, FacebookRecruiting Advertising and Branding Banner Advertising, Corporate Profile Ads,opportunities on targeted niche mining and Corporate Video Profile, Targeted EmailAfrica centric websites Campaign opportunities- InfoMine-Africa, Careers in Africa, JobServeAfrica, MyAfricaJobs, ReconnectAfricaParticipation in targeted professional/trade Passive/Active candidate sourcing, includingassociation events and industry career fairs branding opportunities-Careers in Africa, AfricaRecruit, Africa Mining Indaba 11
SOURCING STRATEGIES (Continued) Strategy TacticInternet Sourcing Job Boards, Niche Websites-InfoMine, JobsInGhana, JobListGhana, MyAfricaJobs, JobServeAfrica, Reconnect Africa, FindAJobInAfricaGlobal preferred partnerships with Leverage recruitment search firms tosearch firms that specialize in sourcing directly source Ghanaians in theGhanaian talent diaspora-Global Career CompanyPartnership and networking opportunities Explore networking opportunitieswith African Student Associations in the (recruitment opportunities and brandUSA promotion) with African Student Associations of selected top universities offering mining-focused degree programs- target demographic will be Ghanaians with experience 12
SUMMARY We need to know of business requirements well in advance of talent needs Recruitment model must continue to shift to proactive relationship building As the competition for top Ghanaian talent in the diaspora heats up, utilizing emerging technologies will position our recruitment strategy at the top We must employ multiple traditional and web 2.0 sourcing strategies to uncover the best diverse Ghanaian talent 13
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