Not Another Dead End Job

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Presentation from the ERE Expo Fall 2012, presented by Aaron Abell

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Not Another Dead End Job

  1. 1. Not another “dead end” job. The Batesville StoryERE Expo – September 2012
  2. 2. Introduction 2
  3. 3. What comes to mind when you thinkabout working for: 3
  4. 4. How about Batesville Casket? 4
  5. 5. Common Responses  “Did you say gasket?”  “I’ve seen your trucks”  Bad Jokes: “People are dying to get in”  “Recession proof industry” –  Realty: not 100% true –  Deaths are down, cremation is up US Deaths and Cremations 9.1 45.0% % of deaths resulting in cremation deaths / 1,000 population 8.9 40.0% 35.0% 8.7 30.0% 8.5 25.0% 8.3 20.0% 15.0% 8.1 10.0% 7.9 5.0% 7.7 0.0% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Deaths Cremations 5
  6. 6. Location – Where is Batesville?Major Locations:•  Batesville, IN•  Batesville, MS•  Manchester, TN•  Vicksburg, MS•  Chihuahua, Mexico+ approx 80 distribution 6
  7. 7. What we do 7
  8. 8. An Industry Leader for Generations 8
  9. 9. Who we are / What we offer  Industry Leader   Small community  Innovative   Subsidiary of Hillenbrand, Inc. which is publically  Award-winning traded on the NYSE  Lean Manufacturer under ticker “HI”  Vertically integrated   Growing/Diversifying  Personal/Professional   Competitive Pay & growth Excellent benefits –  Intentional Development –  Health & Wellness Center 9
  10. 10. You are part of the story! Who am I?  Pre-Batesville –  Grew up one town over –  Studied Political Science and Economics at Wabash College –  Worked in hospitality industry  How I heard about Batesville: Word of mouth  How I started: Internship which turned into a Co-Op  Experience so far: –  HRIS – launched first ever ATS system at Batesville, then assisted with transition to Taleo –  Labor Relations - from time at Batesville Manufacturing plant and Manchester contract negotiations) –  HR Generalist – supporting Finance, Marketing, and IT –  Talent Development – established a platform for broader and more structured development –  Talent Acquisition – lead team of 4 recruiters –  Compliance – EEO1, Vets100, AAPs, etc. –  Reporting & Budget – responsible for monthly and quarterly reporting, budget forecasting and setting –  Corporate Strategy 10
  11. 11. Keys to Recruiting Success  Know yourself –  What do you want? –  Who are you? –  Activity  Establish and follow a process –  Our process –  Key Metrics (old and new)  Develop/Acquire tools –  Communicating the career brand  Measure success –  Our results –  Metrics activity 11
  12. 12. Know yourself 12
  13. 13. What do you want? OutsourcedDIY 13
  14. 14. What do you want? Cake Analogy External RPO OutsourcedIn- House 14
  15. 15. Activity – Who are you? What would others say about your What do you think your brand is? company? How would your hiring managers What does your website, LI/FB profile, describe your brand? materials, etc. say about your brand? 15
  16. 16. The Process 16
  17. 17. Mission Translation – Get the very best people as quickly and as cheaply as possibleTalent Acquisition Mission: Efficiently acquire top diversetalent with targeted capabilities to execute business strategies.Talent Acquisition Process: 17
  18. 18. Talent Acquisition Process Discovery Call – Req. Approval – Applicant Review 1st Phone Screen (TA Update Taleo) 2nd Screen (HM Update Taleo) On-Site Interview KEY (HM Update Taleo) TA & HM Background Check TA HM Reference Checks HR & HM Offer HR 18
  19. 19. MetricsWhat you measure, and how you measure them help shape your internal brand. Old New  Cost per Hire   Cost per Hire  A-Hiring Effectiveness   A-Hiring (from LTR)  Hi-Po Effectiveness   Hi-Po (from LTR)  Days to Fill   % On-Time  Agency Spend   Agency usage eliminated 19
  20. 20. Food for thought  What is your recruiting process?  Do others know the key steps?  How well is the process followed?  When was the last time you reviewed/updated the process? The metrics? 20
  21. 21. Develop/Acquire the tools 21
  22. 22. Positive initial interaction  Comprehensive Branding Approach –  New Career Site •  Why Batesville? Video –  New Booth and Marketing Material  Expansion of Sourcing Model –  More Targeted approach –  New Partners  Taleo  Eliminated Assessment 22
  23. 23. ATS Social Media Sourcing New Career Site New tools Traditional Sourcing23 New hand-outs
  24. 24. Execute & Measure 24
  25. 25. Speak to your impact Recruiting Cost per Hire Candidate Source 100% 1 3 3$4,500 $4,197 13$4,000 $3,612 80%$3,500 $3,086 40 55 83 68$3,000 60%$2,500 $2,000 40%$2,000 $1,719$1,500 20% 28 54 45 48$1,000 $500 0% $- 2009 2010 2011 2012 YTD 2009 2010 2011 2012 (YTD) 2012 est. Internal External Agency A-Hiring Effectiveness HiPo Effectiveness 90% 82% 60% 78% 52% 51% 80% 50% 70% 60% 40% 50% 40% 30% 23% 40% 32% 18% 30% 20% 20% 10% 10% 0% 0% PD A LTR A PD HiPo LTR HiPo 2009 2010 2009 2010 25
  26. 26. Activity – What’s Important? What metrics are important to the What metrics are important to you? hiring manager? What metrics are most important to What do you measure? the organization as a whole? 26
  27. 27. Summary – the four steps  Know your self –  Be a strategic partner – fulfill needs (not what they say they want) –  Know where you’re going / when you arrived –  Know strengths/weaknesses and what you can/can’t change  Standardize the process, develop measures and uncover gaps –  Hold both yourself and others to the process –  Constantly look for and implement improvements (Lean Value Streams)  Develop/Acquire tools to get there –  Innovate: share best practices, test/implement new tools (i.e. LinkedIn) –  Let technology work for you (i.e. Taleo or other ATS)  Execute – follow the process, check in regularly, adapt –  Changing metrics can change results 27
  28. 28. Questions & Contact Info Aaron Abell aaron.abell@batesville.com 812-931-3767http://www.linkedin.com/in/aaronabell 28
  29. 29. Backup 29
  30. 30. Future Growth 30

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