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10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
10/06/10 The FIRM Breakfast - Paul Maxin
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10/06/10 The FIRM Breakfast - Paul Maxin

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Paul Maxin (Global Resourcing Director - Unilever) presents at The FIRM Breakfast Meeting on 10th June

Paul Maxin (Global Resourcing Director - Unilever) presents at The FIRM Breakfast Meeting on 10th June

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  • Phased
  • High Touch local recruiting experience with virtual sourcing and administrative support
  • Unilever Jobs (One platform)
  • Global process design Fit gap meetings by country
  • Developed on the basis of best practice methodology and lessons learned from previously deployed countries Design T-32 – Fit Complianc T-30/29 Organise FC outpusts T-28/25 Detailed KT planning (design workshop, draft configuration workbook T-23-T-21 CWB review and updates T-20/16 LWI creation CWB sign off and design quality gate Build Includes local configuration, script sign off and UAT test plan and scenario sign off UAT T-10/6 Includes UL training, config review and UAT sign off. – 3 cycles MODEL OFFICE (T-5/4 – production migration and testing) SRT T-3 weeks – end Go/No go Production Readiness – T-2 to go live
  • Transcript

    • 1. Recruitment Capability review May 2010
    • 2. Is RPO the right term? <ul><li>&quot;Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) where an employer transfers all or part of its recruitment processes to an external service provider. An RPO provider can provide its own or may assume the company's staff, technology, methodologies and reporting. In all cases, RPO differs greatly from providers such as staffing companies and contingent/retained search providers in that it assumes ownership of the design and management of the recruitment process and the responsibility of results.”* </li></ul><ul><li>* RPOA – February 2009 </li></ul>
    • 3. Recruitment/Resourcing: Scope of Services <ul><li>Key areas retained by Unilever: </li></ul><ul><ul><li>Career brand, resourcing strategy, talent planning </li></ul></ul><ul><ul><li>Assessment approach, and hiring decisions </li></ul></ul><ul><ul><li>End-to-end recruitment responsibility for countries with very low permanent recruitment volume </li></ul></ul><ul><li>Key areas provided by Accenture: </li></ul><ul><ul><li>WL3 and below permanent recruitment </li></ul></ul><ul><ul><li>End-to-end resourcing services </li></ul></ul><ul><ul><li>Recruiting technology deployment and management </li></ul></ul><ul><ul><li>Suppliers & Vendors services management </li></ul></ul>
    • 4. Recruitment/Resourcing: Regional Delivery Centre (RDC) vs Local Delivery <ul><li>Regional Delivery Centre : </li></ul><ul><ul><li>Case Worker delivers - </li></ul></ul><ul><ul><ul><li>Talent acquisition </li></ul></ul></ul><ul><ul><ul><li>Initial screening </li></ul></ul></ul><ul><ul><ul><li>Interview scheduling </li></ul></ul></ul><ul><ul><ul><li>Offer administration </li></ul></ul></ul><ul><ul><ul><li>Reference checking </li></ul></ul></ul><ul><ul><ul><li>Onboarding logistics </li></ul></ul></ul><ul><li>Local Delivery: </li></ul><ul><ul><li>Recruiting client service manager </li></ul></ul><ul><ul><li>Resourcing specialist: </li></ul></ul><ul><ul><ul><li>Telephone interviewing </li></ul></ul></ul><ul><ul><ul><li>Candidate shortlisting </li></ul></ul></ul><ul><ul><ul><li>Vendor (3rd party) management </li></ul></ul></ul>
    • 5. <ul><li>Unilever: </li></ul><ul><ul><li>Cost effective, globally consistent service </li></ul></ul><ul><ul><li>Detailed global reporting </li></ul></ul><ul><ul><li>Access to technology – Vurv 7.1 </li></ul></ul><ul><li>HR: </li></ul><ul><ul><li>Policy adherence </li></ul></ul><ul><ul><li>Extensive reporting – helping guide policy and improve practices </li></ul></ul><ul><ul><li>On-line recruiting process </li></ul></ul><ul><ul><li>HR Business Partners freed up to provide a strategic service to their management team </li></ul></ul><ul><li>Employees: </li></ul><ul><ul><li>On-line access to all internal opportunities </li></ul></ul><ul><ul><li>On-line application process </li></ul></ul><ul><ul><li>Regular communication on progress through the process </li></ul></ul><ul><li>Line Managers: </li></ul><ul><ul><li>Simple, intuitive, online recruitment system </li></ul></ul><ul><ul><li>Dedicated, available support </li></ul></ul><ul><ul><li>Real time information on progress </li></ul></ul>Recruitment/Resourcing: Benefits to Unilever
    • 6. Recruitment/Resourcing: Solution Features <ul><li>Process </li></ul><ul><li>Whole recruitment process managed by one on-line tool accessed via the intranet </li></ul><ul><li>Combine “high touch” local recruiting expertise with “virtual” sourcing and administrative support </li></ul><ul><li>Centralise sourcing of candidates, interview scheduling, pre-employment checks, offer facilitation and other administrative processes </li></ul><ul><li>Manage vendors to achieve best value/agreed service levels, and reduce mutual administrative burden </li></ul><ul><li>Technology </li></ul><ul><li>Implement Vurv 7.1 recruitment system to enable workflow and self-service for recruiters, candidates, hiring managers and employees </li></ul><ul><li>Configure and maintain Unilever’s brand-compliant career web site and automated links to online Job Boards </li></ul><ul><li>Provide integration with PeopleSoft to drive operational efficiency, data consistency and compliance </li></ul><ul><li>Provide online internal/external job application process </li></ul><ul><li>Rollout of service follows PeopleSoft implementation and RDC go live </li></ul><ul><li>People </li></ul><ul><li>Provide Unilever with dedicated team that possesses deep staffing service delivery expertise </li></ul><ul><li>Transition of a number of existing Unilever recruiting specialists who understand Unilever’s unique needs to work with Accenture recruiting specialists </li></ul><ul><li>Transfer knowledge from Unilever’s HR and Business Unit staff via highly structured transition process </li></ul><ul><li>Recruitment services will be provided in English, French, Dutch, German, Italian, Spanish, Turkish and Mandarin. </li></ul>
    • 7. Deployment Approach <ul><li>Design (17 weeks) </li></ul><ul><li>Build (5 weeks) </li></ul><ul><li>UAT (5 weeks) </li></ul><ul><li>Model Office (2 weeks) </li></ul><ul><li>Service Rehearsal Testing </li></ul><ul><li>Production readiness </li></ul>
    • 8. Current state – what is our landscape of process, system & people? <ul><li>People: </li></ul><ul><ul><li>23 Outsourced countries are supported by approximately 125 FTE; 58 based in Local Delivery Centres and 67 in the Regional Delivery Centres with a minimum of 1 manager/lead per cluster or country so in total 15 leads </li></ul></ul><ul><ul><li>Across the AAC insourced service footprint, there are 36.1 FTE in total providing recruitment specific services </li></ul></ul><ul><li>Systems: </li></ul><ul><ul><li>Outsourced countries are supported by Vurv – an applicant tracking technology that was market leading in 2005, but has subsequently been bought by Taleo in 2008, and is no longer being developed </li></ul></ul><ul><ul><li>The ability to post jobs on Unilever Jobs and Unilever external websites is supported via the “Insourced careers tool” </li></ul></ul><ul><ul><li>Unilever and Accenture are working with Kenexa to deploy their applicant tracking tool, Brassring, for graduate recruitment in both in and out-sourced countries </li></ul></ul><ul><ul><li>As part of HRT in Latam, PeopleSoft v9 is being developed and deployed to support applicant tracking and recruitment </li></ul></ul><ul><li>Process: </li></ul><ul><ul><li>Unilever now have a relatively consistent global process for recruiting blue collar to director across all countries </li></ul></ul><ul><ul><li>The major differentiating factor is the speed to fill, which is expected to be longer on average for White collar roles over Blue collar </li></ul></ul><ul><li>Insight: </li></ul><ul><ul><li>We will develop a technology roadmap that leads to convergence over the next few years </li></ul></ul>
    • 9. Recruitment Factoids <ul><li>12 Months to 30 th April 2010 </li></ul><ul><li>11,309 Accepted offers globally </li></ul><ul><li>32.41 average number of working days to accepted </li></ul><ul><li>5645 Accepted offers in 23 outsourced countries </li></ul><ul><li>5644 Accepted offers in insourced countries </li></ul><ul><li>80% typical satisfaction rate with Accenture Recruitment Service </li></ul>
    • 10. Data – experience of improving the service in 2009: SWAT <ul><li>As a result of the ‘Recruitment SWAT’ project initiated in December, 2008, several process areas requiring improvement were identified: </li></ul><ul><ul><li>Reporting & Analysis </li></ul></ul><ul><ul><li>Process Improvements </li></ul></ul><ul><ul><li>Form Simplification </li></ul></ul><ul><ul><li>New Processes </li></ul></ul><ul><ul><li>Recruiter Capability </li></ul></ul><ul><ul><li>Change & Communications </li></ul></ul><ul><li>Delivered on 19 projects within the 6 workstreams. </li></ul>
    • 11. Future focus – what do senior leaders want from recruitment? <ul><li>Data: </li></ul><ul><ul><li>*Talent & Organisation readiness reviews in Wave 1 & 2 Org Cells have identified the need to: </li></ul></ul><ul><ul><ul><li>Build a pipeline and process to secure the volume and quality of Management Trainees/ Graduates required to drive longer term growth aspiration –Increase the size and quality of the MCR pipeline to address a near term D&E need over the next 2 years </li></ul></ul></ul><ul><ul><ul><li>Creating and priming the pump of MBA recruitment in key strategic areas – particularly Brand Development </li></ul></ul></ul><ul><ul><ul><li>Upgrade the recruitment infrastructure and approach to hiring MCRs, particularly in the area of sourcing, attraction and 6-12 month integration post hire Join up recruitment efforts across markets, to leverage global Unilever Brand and ensure best practice leverage </li></ul></ul></ul><ul><li>Insight: </li></ul><ul><ul><li>We will enhance recruitment capability to meet the needs in the war for talent </li></ul></ul><ul><ul><li>The Unilever Future Leaders Programme is scaling up globally </li></ul></ul><ul><ul><li>An MBA channel and improved overall sourcing and outreach capability will feed the volume demand </li></ul></ul>* Feedback from Interviews with senior leaders in Org Cells
    • 12. Quality of External Candidate Short List - Global As a monthly trend the % of candidates submitted to the hiring manager that are selected for interview is increasing which is a positive trend. This is for both blue and white collar roles. White Collar % over the last three months has been between 60 % and 70%, Blue Collar over the last three months has varied between 50% and 70%. This is not a measure of the quality of the candidates interviewed though
    • 13. Accenture Recruitment Lead Role & Responsibilities Governance Meeting Satisfaction Survey feedback review Forecast review Update new governance meeting minutes with actions Contact HM to discuss issues Action with recruiter Update meeting minutes with feedback from actions Update any actions in meeting minutes Escalate any 10/15% increase to OADM Update any changes to forecast to SharePoint folder
    • 14. Time to Offer Accepeted within target
    • 15. Recruitment “levers” <ul><li>Technology that is easy to use, logical, delivers efficiency to our process, as well as control, and integrates with our existing technology landscape </li></ul><ul><li>Recruiter capability that is intimately linked with our business, flexible and responsive, and knows the market </li></ul><ul><li>Unilever Line manager capability/ accountability/ responsibility to not only do their bit in the process, but do it with pride and sensitivity to the fact that they are meeting consumers every day </li></ul><ul><li>A transparent internal job market that balances “managed moves” with the right amount of fair internal mobility to promote ambition and aspiration </li></ul><ul><li>Talent sourcing and supply that is sensitive to the marketplace it operates in, and appropriately leverages Unilever’s buying power </li></ul><ul><li>An Employer Brand that is developed and applied to our markets in the same way as we manage our own brands – well researched, appealing and easy to understand </li></ul><ul><li>A process that is logical, end to end, sensitive to local needs, yet works across borders, and is linked in efficiently to other processes (e.g. on-boarding) </li></ul><ul><li>Data driven demand/ supply interlock and planning over 1, 3, 5, 10 years </li></ul><ul><li>Service levels that accurately match up against the business needs and a cost of service and acquisition that matches closely to the value that Unilever gains from different types of recruitment, which will mean differentiating across work level, function and location </li></ul>
    • 16. Continuous Improvement Sourcing and channel management Technology Recruitment Organisation and Capability Onboarding and Integration
    • 17. <ul><li>THANK YOU! </li></ul>

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