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Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
Implementing an Infrastructure to Transform Talent Acquisition
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Implementing an Infrastructure to Transform Talent Acquisition

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

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

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

    1. Implementing an Infrastructure to Transform Talent Acquisition ERE Webinar Series – March 2009
    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. &quot;640K ought to be enough for anybody.&quot; Bill Gates, 1981
    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. 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. 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. 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. 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. &quot;We're going to turn this team around 360 degrees.&quot; Jason Kidd, upon his draft to the Dallas Mavericks
    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. 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. 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. 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. 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 <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. Questions? Rob Sunderland – [email_address] Sean Kent – [email_address]

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