Implementing an Infrastructure to Transform Talent Acquisition

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ERE Webinar from 3/4/09 presented by Sean Kent and Rob Sunderland.

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  • Implementing an Infrastructure to Transform Talent Acquisition

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

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