Globalizing Your Recruitment Function (Peter De Vries and Francois Sholtz)

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Presentation from ERE Recruiting Conference 2013 by Peter DeVries and Francois Sholtz

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  • Rigorous Planning:FactsAnalyticsCompare against landscapeADP’s Journey
  • Rigorous Planning:FactsAnalyticsCompare against landscapeADP’s Journey
  • No ADP labor “supply chains” in place internationally, no pipeline of talent to quickly address key business needs, no proactive sourcing – entirely reactive recruitment approachLack of strategic global workforce planning and comprehensive location strategy, limited understanding of geographic talentchallenges, including in country approach & execution (e.g. Emerging & Mature markets).High Dependency on Agency model – extremely expensiveRecruitment resources were not appropriately leveraged or allocated – both coverage & capacityNot scalable – limited expanding optionsLack of consistent compensation Go-to-Market approach, limits competitivenessLack of consistency in process, best practices and service delivery; execution by country, line manager driven
  • Overall lack of transparency into hiring process, spend, effectiveness, etc.Unable to track and measure Recruitment KPIs including Time to Fill, Cost per HireNo access to global recruitment spend. A Global Budget increases transparency, enables planning, allows for leveraging resources, and increases accountabilityNo global workforce forecasting or reports, inhibits planning activitiesTurnover/Attrition figures were not historically available
  • ReducedAdverstising Costs:Improved online career portal (external and internal)Single database of global talentImproved ability for associates to identify opportunitiesJob board aggregator reduces cost per post (consolidated buying)Reduced Agency Spend:Better ability to identify candidates internally (consolidated database of talent)Ability to qualify agency submission of candidates (not accept candidates already known to ADP)Ability to track agency performance to negotiate better rates
  • Rigorous Planning:FactsAnalyticsCompare against landscapeADP’s Journey
  • Target areas for recruiter improvements
  • Rigorous Planning:FactsAnalyticsCompare against landscapeADP’s Journey
  • Rigorous Planning:FactsAnalyticsCompare against landscapeADP’s Journey
  • Optional slide
  • Globalizing Your Recruitment Function (Peter De Vries and Francois Sholtz)

    1. 1. Globalizing Your Recruitment FunctionPresented by Francois Scholtz and Peter DeVriesPresented at ERE – April 2013
    2. 2. Agenda  Introductions  The Business Case for Globalization – What it is and how to build it  Designing a Global Recruitment Process & Infrastructure  Creating a Platform for Change: – ADP Global Recruitment Council  Continuing the journey: – Next Steps and Ongoing Initiatives  Q&A2
    3. 3. Introductions Francois Scholtz Peter DeVries Staffing Leader, ADP ESI & GlobalView Global Staffing Solutions Leader  Prior to ADP, Lucent Technologies, SAP  Prior to joining ADP, Principal Consultant America, SAP AG at The Newman Group (a Korn/Ferry  17 years experience in International Company) Staffing  13 years experience in Staffing process  University of Johannesburg, Ind. Psych and organizational optimization  Has worked and lived across North  Experience helping large companies America, Europe, Africa, Russia, Israel, (Yahoo, GM, Kaiser Permanente) MENA, Asia, Latin America and Australia implement process/technology at scale3
    4. 4. The Business Case for Globalization4
    5. 5. The Business Case for Globalization: Challenges Alignment within HR Organization Alignment with Business Leaders Perceptional loss of control and influence Perceptional lack of local understanding Obtaining accurate data for business case Limited resources Navigating the cultural dynamics5
    6. 6. The Business Case for Globalization: BenefitsRecruiting is a strategic function for best in class companies like ADP Increases competitiveness as a global hiring organization Reduces overall expenditures by leveraging: Creates & leverages subject matter expertise Increases employer visibility and leverages brand in the marketplace Improves candidate/hiring manager experience Improves ability to measure ROI on Recruitment Leverages consistent technology and process model to increase efficiencies Enables strategic data transparency6
    7. 7. The Business Case for Globalization ADP’s International Recruitment Challenges Pre-Globalization  No ADP labor “supply chains” in place internationally,  Lack of strategic global workforce planning and comprehensive location strategy  High Dependency on Agency model – extremely expensive  Recruitment resources were not appropriately leveraged or  Not scalable – limited expansion options  Lack of consistent compensation Go-to-Market approach, limits competitiveness  Lack of consistency in process, best practices and service delivery De-centralized Recruitment Organizations struggle with efficiency and effectiveness and often face high cost, redundancies, compromised talent quality, ineffectively allocated resources, and inconsistent service delivery7
    8. 8. The Business Case for Globalization ADP’s International Recruitment Challenges Pre-Globalization Overall lack of transparency into hiring process, spend, effectiveness, etc.  Unable to track and measure Recruitment KPIs including Time to Fill, Cost per Hire  No access to global recruitment spend.  No global workforce forecasting or reports, inhibits planning activities  Turnover/Attrition figures were not historically available De-centralized Recruitment Organizations have difficulty capturing strategic data critical to managing organizational performance, understanding workforce dynamics and achieving overall talent objectives.8
    9. 9. The Business Case for GlobalizationGlobalization ROI: Direct Savings and Cost AvoidanceReduction in overall sourcing spend (collateral, jobboards, advertisement) Reduced advertising costs: – ADP specific gains: 25% reduction in job board spend Reduced agency spend: – ADP specific gains: 20% reduction in international agency spend Additional cost avoidance through – Reduction in Time to Fill – Reducing lost revenue with sales vacancies and – Improvements in Recruitment efficiencies
    10. 10. The Business Case for GlobalizationFoundation for the BusinessCase – the Four Elements Top-down Perspective Financial Recruitment Business Analysis ROI Modeling Bottoms-up Benefits Perspective Core Deliverables Enabling 10 Element
    11. 11. The Business Case for GlobalizationFoundation for the Business Case – the Four Elements OBJECTIVE ANALYSIS Financial AnalysisBusiness Modeling Top-down Perspective Bottoms-upBenefits Perspective
    12. 12. Designing a Global Recruitment Process and Infrastructure12
    13. 13. Pillars for designing a Global RecruitmentProcess and Infrastructure  Facilitate staffing efficiencies for everyone involved in the hiring process - Consistent process & consolidated purchasing for staffing tools/technologies - Streamlined ATS experience for all users - Clearly defined roles and responsibilities  Create a seamless candidate experience - Common, consistent branding and marketing language - Deliver candidate experience in local language - Treat all candidates as potential future clients  Deliver meaningful metrics that provide actionable data for decision making - Common language for recruiting metrics - Consistent staffing dashboard across businesses and geographies - Reduce manual reporting – make sure it’s reportable
    14. 14. The recruiting platform of the future University Career Portal – Mobile Access – Email – SMS – Social – Chat – Web Recruiting Meeting Microsite Diversity Candidate Job Ad Campaign Interactive Landing Programs Prospecting Syndication Mgmt. Community T.A. Operational Effectiveness Strategic Workforce Planning Pages Reporting and Metrics Sourcing Center Employment Value Proposition / Employment Branding Of Excellence Employee Referral Content Management Platform (video, rich media, collateral, etc.) Program Internal Applicant Tracking System / Onboarding Mobility14
    15. 15. Creating a Platform for Change: ADP Global Recruitment Council15
    16. 16. Creating a Platform for Change• Common challenges when creating a global platform: • Every business feels its challenges are unique • A consistent process and technology requires compromise • At an individual level, managers and recruiters often ask “What’s in it for me?”Overcoming these challenges requires a comprehensivechange management strategy with both an INDIVIDUAL and ORGANIZATIONAL focus
    17. 17. Creating a Platform for ChangeINDIVIDUAL FOCUS  Organizations don’t change – individuals do  Clearly articulate the benefits for all stakeholders  Understand the resistance faced by each stakeholderORGANIZATIONAL FOCUS  Create a platform to manage change centrally – but gather input and support locally  Develop tools and processes to support all stakeholder audiences
    18. 18. Creating a Platform for Change:ADP Global Recruitment CouncilPURPOSEEstablish a forum for key Recruiting, HR, and Business Stakeholders around the world todevelop sustainable Recruitment strategies, processes and toolkits across ADP –establishing a OneADP approach to recruiting and onboarding.FOUR Key Goals Global Recruitment Planning – Understand our Global workforce needs and planning process – establishing a global talent network and candidate pipeline – the right job, in the right place, with the right talent Staffing/HR Effectiveness – Identify, develop and implement effective and innovative Recruitment strategies – sharing best practices, creating synergies across geographies and businesses, and maximizing efficiencies Hiring Manager Effectiveness – Create a One ADP mentality – providing a consistent Recruitment process across geographies and providing one tool set for managers to meet their global Recruitment needs Candidate Experience – Improve the candidate experience, presenting a OneADP approach to attracting talent internally and externally – improving the candidate experience with a global career section to search ADP jobs globally.
    19. 19. Global Recruitment Council - Program Structure Executive Sponsors Functional Sponsors Other Stakeholders Key Stakeholders Global Recruitment Council Project Management Team Process / Technology / Metrics / Branding / Programs / Configuration Integration Reporting Career Portal Policies Work Stream Work Stream Work Stream Work Stream Work StreamTeam Members Team Members Team Members Team Members Team Members Common Change Management Platform and Methodology
    20. 20. Continuing the Journey: Next Steps & Ongoing Initiatives20
    21. 21. Next steps – Evolution in RecruitmentImprove recruitment experience for external candidates and associates  Simplify global online candidate experience  Consistent, improved candidate communication during recruitment process  Leverage common Recruitment platform across all countries  Harmonize referral and mobility policiesContinue building capabilities in Recruitment & Staffing  Focus on core competencies of recruiter  Provide training to reinforce these key competencies  Implement recruiter scorecards to drive behavior  Leverage metrics to drive continued business process improvement and innovation
    22. 22. Ongoing InitiativesRecruitment enabling ADP’s Growth as a Human Capital ManagementLeader – continuous improvement through thoughtfulanalysis, including:  Benchmark data & analysis  Workshops and Focus Groups  Stakeholder Surveys  Executive InterviewsThe future evolution of ADP’s Talent Acquisition :  Continuous structured improvement on EFFECTIVENESS & EFFICIENCY  Identify future needed skills in Human Capital Management Talent through consultative TA service delivery model, strategic global workforce planning and use of competency models
    23. 23. Q&A23

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