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Linking Your Recruitment Strategy to Your Company’s Business Strategy: This Time for Real (Mara Swan)
 

Linking Your Recruitment Strategy to Your Company’s Business Strategy: This Time for Real (Mara Swan)

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Presentation from ERE Recruiting Conference 2013 by Mara Swan

Presentation from ERE Recruiting Conference 2013 by Mara Swan

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  • Skilled trades staff topped the 2012 list of jobs employers are having difficulty filling globally. With the exception of last year’s survey, where it slipped to third place, skilled trades has consistently ranked at the top of the list since 2008. this is the result of decades of decline in vocational/technical programs as educational systems around the world have placed more emphasis on four-year university education. Furthermore, with fewer new workers to offset current retirements in the skilled trades, many economies will face continued shortages in the future. The second most in-demand category is engineering staff which rises from fourth place in 2011. Worldwide, mechanical, electrical and civil engineers are most often identified in short supply by employers. Software engineers are also in great demand.

Linking Your Recruitment Strategy to Your Company’s Business Strategy: This Time for Real (Mara Swan) Linking Your Recruitment Strategy to Your Company’s Business Strategy: This Time for Real (Mara Swan) Presentation Transcript

  • Mara SwanExecutive Vice President, Global Strategy and TalentManpowerGroup
  • Referral Referral Newspaperad Newspaper ad Resume Resume Phone Screen Phone Screen InterviewExternal Recruiter External Recruiter Photo Credits: Google ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 2
  • Emerging Market GrowthNearly 3,800 offices across80 countries around the Interviewed 12 million people Over 400,000 clientsworld in 2011 and connected 4 ranging from SMB’s to million people to meaningful Global Fortune 100 work companies Revenues of $22 Billion in 2011 The world’s largest IT with over 85% generated professional resourcing firm outside the U.S. Over 10.5 million peopleOver 30,000 trained The global leader inemployees across Recruitment Processbrands Outsourcing Largest global vendor- The world’s largest neutral MSP provider outplacement firm ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 3
  • • What’s Impacting Business Strategy?• Why it’s Different This Time• Framework vs. How-to Manual• Lessons Learned ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 4
  • Consumption and Emerging Environmental Market Paradox Growth Global Productivity Connectivity Imperative source: McKinsey and ManpowerGroupManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 5
  • Macro-economic forces aregrowing stronger and moreintertwined, pushing andpulling in different directionsuntil they become impossibleto separate – like a GordianKnot. The only certainty is uncertainty ManpowerGroup – Proprietary Information
  • Eras defined by the raw Eras defined by the domains Era defined by thematerials people bent to that people conquered with ingenuity of individualstheir will: ever-increasing technology: and of the community:• Stone Age • Industrial Age • Human Age• Bronze Age • Space Age• Iron age • Information age Conquering Mastering Harnessing Resources Knowledge Talent ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 7
  • Bubblization of Society Individual Choice Uncertainty Disruption Talentism Do More With Less One Size fits One Changing Mindsets Technological Changes Global Connectivity Compressed Economic Cycles Talent Mismatch Human AgeRise in the Middle Class Volatility Value Compression Power of the Individual Bifurcation Power of the Community Shorter Skills Life Cycle Social Major Agent of Growth Shifts Mature vs. Emerging Market Growth Human Potential InterconnectedChaotic Political Shifts ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 8
  • Supply Demand Assumptions Have Changed in the Human AgeManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 9
  • Source: WorldMapperManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 10
  • Source: WorldMapperManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 11
  • Source: Deloitte Research/UN Population Division (http://esa.un.org/unpp/) It’s 2008: Do You Know Where Your Talent Is? Why Acquisition and Retention Strategies Don’t Work, p.6ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 12
  • ManpowerGroup Annual Talent Shortage Survey Source: ManpowerGroupManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 13
  • Traditionalist Boomer Generation X Generation Y Born 1928-1945 Born 1946-1960 Born 1961-1979 Born 1980-1995 Hierarchical Idealistic Pragmatic Immediacy Each generation approaches work differently, shaped by the economic, social and political forces of their time. Tammy Erickson, Photo Credits; Alfred Eisenstaedt, Getty Images, People Magazine, Google ManpowerGroup – Proprietary InformationManpowerGroup | March 21, 2013
  • Technology has been thebig re-shaper of the worldof work.• Individual choice more possible• De-coupling of work and location• Social, Mobile & Big Data• Gen 2.0 leads to new issuesManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 15
  • SUPPLY DEMAND External Forces: Talent Strategy • Demographics / Talent needs to drive: Mismatch • Individual Choice • Productivity • Technological Changes • Innovation • Economic Forces • Speed • Competitive Forces Internal Workforce • Agility • Customer Forces • Internal Demographic Shifts • Risk Forces • Leadership Capabilities • Legacy Mindsets • Work Models & People Practices Achieving Your Business StrategyManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 16
  • So How Do We Do This? • Supply & Demand Expertise • Segmentation of Talent to Drive Value • Modernizing our Delivery SystemsManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 17
  • Leadership Led HR as a MarketerBusiness Talent Deepen Understanding of Talent Needs & WorkStrategy Needs Models Wants Connect Needs to Customized Offerings People Practices Deliver the Offerings Provide Motivation to Buy Again Talent Sources Drive ValueManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 18
  • • What work models should we use and for what roles? • How can we leverage the talent ecosystem to drive Work Models productivity and innovation? • How do we manage a diverse and virtual workplace? • What new practices will we need in order to attract, develop and retain the talent we need? People Practices • What will motivate generations to work together? • How will our leadership models need to change? • What is our differentiation/competitive advantage? • What channels should we use? Talent Sources • What talent strategies can we deploy to reach undertapped and untapped talent pools?ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 19
  • • Specialization of Work – more and more segmentation and specificity of work being demanded, particularly of knowledge work.• Hyperspecialization – dividing work into smaller and smaller tasks and distributing them via the Internet to many people.• Micro Entrepreneurs – increasingly work is being performed by freelancers / contractors willing to work on an outcome basis so they can choose the work they want to do.• Collaboration – Horizontal organization.• Shift from Employee to Contestant – a rapid rise of virtual marketplaces pitting contestants against each other to win work. ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 20
  • We Need to Rethink: • What is a job? • What is an employee? • What is leadership? • How do we pay and for what? • How do we drive productivity and innovation through our people practices? • What are the new ways of thinking about and approaching work to accelerate business performance and get access to the talent we need? • What needs to be differentiated and why?ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 21
  • Undertapped and Untapped Communities / Crowd Multiple Generations Consultants Permanent Employees Volunteers Contractors Micro Contingent EntrepreneursManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 22
  • Old: New: • One standard work model • Flexible work models • One size fits all people • Contemporary & flexible practices people practices • Talent ecosystem with a • Standardized talent short time to value pipelineManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 23
  • Client Transactional Transactional Plus Solutions Brand: Pre - 2005 2005 - 2008 2009 – 2012+ Structure Local Ownership & Global Framework & Global Global Direction Local Ownership Framework, Global Collaboration & Local Ownership Mindset Entrepreneurial, Candida Entrepreneurial, Disciplined te & People Focused Candidate, Client & People Entrepreneurs, Solutions Focused Focused, Collaborative Key Industry Knowledge World of Work Global “Doers” Experts, Global Minded Experts, Collaborators Leadership with Local and Human Age Leaders Skills Focus, “Thinkers/Doers”ManpowerGroup | March 21, 2013
  • RecruiterManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 25
  • Ask Yourself Five questions:1. Do I understand the shift that my company needs to make in order to remain competitive?2. Do I know the jobs that drive time to value in my company?3. Do I know what mindset and capabilities are required?4. Are our work models and people practices robust enough to attract and retain the talent we need to be competitive?5. Am I doing what is needed to ensure that our Talent Strategy is connected to our Business Strategy?ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 26
  • Make it your business to know the business - find out:1. What is new in the market?2. What is new with your company?3. What does your company’s business plan call for?4. What is new with the competition?5. How does it impact talent needs? You can start today – No Excuses!ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 27
  • • “How do I remain competitive and execute my business strategy in the The Dilemma: face of talent shortage, value/margin compression and economic uncertainty?” • “Accessing , Mobilizing, Optimizing and Unleashing Human Potential” The Solution:ManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 28
  • Questions? www.manpowergroup.comManpowerGroup | March 21, 2013 ManpowerGroup – Proprietary Information 29