Welcome to this session – and thank you for joining this one!I am going to be talking to you today about building recruitment capability in Unilever so if you are in the wrong room now is the time to leg it!The session will be a mix of presentation, Q&A and a practicalI will share what we have done in Unilever, and also share some of my top tips, for those of you embarking on this kind of programme
So, a little bit about me…….Feel very privilaged to talk to you all today – always a hard call to present to experts!
Growth from a 40bn euro business to an 80bn one by 2020Huge agenda but a truly exciting one to be part of!TA strategy – being employer of choice and attracting the right talent to grow
So why did we in Unilever have a need for a capability workstream/programme?Well, we had a number of new recruiters who needed to be onboarded into the UL ways of working, but we also had a large group of legacy recruiters for whom the strategy and model was changing.As with every organisation, you have to keep on top of recruitment training, and so the operational and strategic changes also gave us a real opportunity to think about capability uplift across the board, given we were communicating with people already.
Before designing any kind of capability solution, it is vital to take some time out to think about what it is you are trying to deliver. The TNA is at the heart of the design, and done properly, is something you will refer back to throughout. It sounds obvious but the first thing to establish is whether there is actually a capability gap to be addressed, rather than other issues such as inadequate systems or poor communications.
They are such simple considerations but these are fundamental to getting to the right solution.
Business DriverWhat is the overall context? How does this link to strategy? Type of change requiredIs it about knowledge building / behaviour change / mindset change or a combination? Is it strategic or tactical? Learning NeedWhat needs to be different? Is this a very simple small-scale change that could be addressed by communications?Is it a more complex change that requires a combination of solutions e.g. formal learning, Community of Practice, self-study, e-learning, leadership reinforcement, leadership communications? Content of learningDo we have content / best practice internally? Do we need external input? Who are the SME(s)? What resources exist now or previously? Can we get this 'off the shelf' or does it need customising? Nature of content Does it require practice and individual feedback? How stable is the content (will it change frequently)? How often will it be accessed?Can it be chunked up? Capability level What level are we trying to achieve? (Basic Awareness, Fully Operational) What is the current capability level of delegates? Is pre-evaluation required? Audience(s)Is this a single audience or multiple? Who are they? Where are they? How many are there? What languages can they learn in? What technology is available to them? What type of learning works well culturally?
Once you have done your analysis, you can start to pull together your TNA which is an incredibly helpful reference when starting your design work.It also acts as the document for sign off and you can get your end users to validate.Can filter by audience type, module or delivery mechansim.
This shows the interventions that were decided uponin order to enhance recruitment capability following the training needs analysis.The Recruiter, Talent Manager and SDM were most impacted by both the new Talent Acquisition Strategy and the operational impacts of the strategy, therefore more immediate and instructor-lead interventions were included in the solutions for them.The HRBP and hiring manager only neededto know who to go to and what the hand-off’s were, although we will also used this as an opportunity to refresh capability e.g. hiring manager interview skills or process knowledge. The e-learning was a key intervention for them, as it provided point of need access to process, policy and best practice information. I will talk about this in more detail in a specific elearning section.
This short section is ll about laying the foundationsNot all of the solutions we developed were mandatory
All of our recruiters had to cover off various pieces of mandatory training such as VILT, Linkedin training and social media training.Some were housed within our LMS, others were purely links but enabled pass-porting and tracking.
Virtual instructor lead training (VILT) was used for those who were most affected by the changes to the model and the strategy, due to how resource intensive it was, plus the level of detail needed.
As with all virtual training, can be harder so we had to make sure there was sufficient engagement through interactive elements, polls etc.
E-learning has been at the centre of our suite of training because it can talk to the masses.
I cant show you the product in use due to the confidential nature of the content, however I have provided some screen shots to give you a flavour of what it looks like.I was at pains to have the candidate as consumer at the heart of the content, a constant thread throughout. Starts looking at the impacts on consumer choice and revisits this again at the end.
As you can see here, the content is driven by role type. There is actually 2 products – the other one is for recruiters, talent managers and SDM’s.
The format is modular – very deliberate so that someone can access point of need content and revisit as they need to.Does also allow a full walk through if a user wishes.
This gives you an idea of the environment. We wanted it to feel true to life, so people walking around etc.
There are lots of interactive elements built in to keep the learner engaged and to ensure they are presented with true to life scenarios and decisions to test their understanding.This one asks them to screen CV’s against a specific job description. Other elements include deciding what to take to an interview, picking up and reading policies, deciding who to contact at given points, deciding how to respond to someone etc.
There are also “video” style elements where a scene plays out in front of them rather than them being in the scenario. In this interview one, they are asked to stop the scene wherever they spot a negative response or action on the part of the interviewer.So far, despite being in it’s infancy in terms of comms, feedback has been very positive and there have been some good results speficially related to understanding of the topic and ability to apply the learning.
Of course, improving recruitment capability is not just about training. It is also about creating the right environment for people.
That is why I felt so passionately about creating a network for our recruiters.We are geographically aligned so this is the first time our recruiters have been brought together as a wider community.The Network leverages best practice amongst our in-house and outsourced provider recruiters.The network calls and the online network have both received extremely positive feedback.
Our sharepoint page acts as a one-stop shop, giving recruiters immediate access to all the information they need, including a discussion board and a dedicated training and support page.
We are very proud of what has been achieved so far but we are under no illusion that is the start not end point.We have to keep a longer term view of recruitment capability.
This is the currentmatrix I have created for our recruiters. As you will see, we have made full use of our CLC membership and utilised a lot of the material that relates to the talent advisor model.But this is an evolving piece
I now want to look at a longer term, holistic roadmap that includes hiring managersWe are just about to launch our FRG’s which will help us deepen our recruiter functional expertiseI am also embarking on a global assessment project to review our selection methodologies and training. And of course, diversity is always very much on the agenda – increasing awareness
So, here are my top tips for the key areas I have focused on today….I hope they prove useful
I have done a lot of talking, so thank you for listening.I will now hand over to you if you have any EASY questions for me prior to us doing a short practical exercise
Building capability 2012 - Unilever Building Recruitment Capability Programme
BUILDING RECRUITMENTCAPABILITYRACHEL DALBOTHGLOBAL RESOURCING MANAGER, UNILEVER
A LITTLE BIT ABOUT ME• Over 15 years recruitment experience, last 9 years of which have been with Unilever• Mix of operational, management and expertise roles• Hugely passionate about capability, assessment & candidates as consumers• Mum of a 2 year old son who keeps me busy when I’m not working!• A wanna-be pop star who refuses to believe her time has been and gone!
BACKGROUND• Unilever has a growth ambition to double in size whilst reducing our carbon footprint• Our new talent acquisition strategy is driving a more proactive and direct sourcing model to support this growth agenda• Management level recruitment has been brought back in-house to provide us with the flexibility we need to realise the sourcing model.• New recruiters have been hired across the globe to supplement our existing team of recruiters
THE NEED FOR CAPABILITY BUILDING• We needed to ensure that everyone with a role in recruitment had a clear understanding of: - The talent acquisition strategy - The proactive sourcing model - New roles and responsibilities and ways of working• We also saw an opportunity to uplift capability generally• My role was to lead this capability programme
KNOW YOURAUDIENCECONDUCTING THE TRAININGNEEDS ANALYSIS (TNA)
KEEP IT SIMPLE FOR A WIDER AUDIENCE Recruiter Talent Manager SDM HRBP Hiring Manager VILT Interview Skills Interview Skills VILT VILT Training Training E-learning E-learning E-learning E-learning E-learningNew Sharepoint Network Amended Amended New Sharepoint New Sharepoint Web based Sharepoint Sharepoint Network NetworkLinkedin training Guidelines Guidelines (advanced) Web based Web based Web based Web based Network calls Linkedin training Linkedin training Linkedin training Linkedin training (advanced) Longer-term roadmap for capability building
ESTABLISH ALEVEL PLAYINGFIELDUSING MANDATORY TRAININGTO CREATE A BASE LEVEL OFCAPABILITY
THE RECRUITER’S MANDATORYLEARNING JOURNEY Web based training VILT
VIRTUALLYFACE TO FACEDELIVERING TRAINING TOTHOSE ON THE FRONT LINE
OUR APPROACH• Delivered to Recruiters, Talent Managers and Service Delivery Managers• Conducted in 2 parts – split between operational and expertise (strategy and best practice) elements• 3-4 hours per session• 95%-100% satisfaction score (100% for recruiters)• Circa 20 participants per session
POINT OF NEEDENGAGEMENTDEVELOPING E-LEARNINGSOLUTIONS
OUR E-LEARNING AMBITION• The objectives were to build an e-learning solution that: • Was Immersive, interactive and engaging • A virtual “true to life” user experience – based on the role of the user • Was flexible to meet varying audience needs and support continuous improvement • Would work cross-geography • Accommodated business scenarios as well as more detailed guidance • Was accessible via internal systems such as Sharepoint and LMS • Could be delivered quickly (within 10-12 weeks, including design!)
HARNESSYOUREXPERTISEESTABLISHING A GLOBALRECRUITMENT COMMUNITY
OUR GLOBAL RECRUITMENTNETWORK• A shared vision “Be The Best to Recruit The Best”• Truly global, attended by recruiters across Unilever• A monthly meeting, supported by an online forum• Lead by us AND the recruiters• 100% satisfaction on each poll so far!
WHAT’S NEXT FOR US?• A full capability roadmap for recruiters and hiring managers (as a minimum)• Functional Recruiter Groups• Reviewing selection and assessment interventions• Diversity awareness • And LOTS more!!!
TOP TIPS! Recruitment TNA E-learning VILT Roadmap Network• Its not just • Involve end • Purchase • Stay as • Stay in tune about users in versus design enthusiastic recruiters design as you want • Allow • Utilise your members evolution• Engage • Engage IT technology to be! comms and learning • Technical • Enable them versus HR to inspire one• Consider expertise another scale • Test and test • Acknowledge• Mandatory again great work versus P.O.N solutions • Modular • Leverage formatting local excellence