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Building Engineering Excellence Shell Ed Gunzeln iRecruit Presentation 2014

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  • So what have we done:

    Global Technical campaigns focused on Innovation and Engineering Excellence, showing diversity of profiles and projects.

    Targeted advertising to reach the right audience e.g. Rigzone, Industry profiles on LinkedIn
    Leverage global contracts where possible to save cost and be more effective in follow up with candidates.

    Skill pool specific advertising linked to global landing pages e.g. Well Engineering or Geosciences

    Moving away from pushing vacancies to influencing peoples career decisions

    All advertising is tracked via tagging for measuring results
    8 years of advertising insight globally helps us to define successful channels

    (2 minutes)

  • With over +500K visitors each month our Career website needed a refresh

    Global career site mirrored to country career sites for consistent messaging and accurate information

    More interactive and up to date information about Shell business and skill pools

    Specific technical landing pages for in depth information and latest updates on projects.

    Use of Technical campaign requisitions with generic profiles, screened and filtered by global resourcing team


    (1 minute)
  • Attraction campaigns can lead to applications or re-routing to our Shell Talent Community.

    The Shell Talent Community can be used for the following activities:
    Source potential candidates
    Engagement tool towards passive candidates
    Marketing tool for larger branding activities to create positive view of Shell

    Constantly monitor health of the Talent community:
    Skill pool mix
    Gender mix
    Nationality mix

    Main aim is to pro-actively create talent pipelines that are in line with business priorities
    Use the engagement tools to convert passive candidates into active applicants.

    Influencing people in the Talent community to make career decisions when they are ready for it.
    We trigger interest via updates on technical projects and innovation and organizing virtual and face to face attraction activities e.g. R&D webcast or SHE event


    (2 minutes)
  • With a +80% employee engagement score the global referral programme is one of our strongest channels.

    Shell Employee Referral Program has changed from referring a friend to “Turning contacts into colleagues”.

    We focus on requisition based referrals but have the ability to have open referrals to the Shell Talent Community
    Promotion of the ERP is done on via our intranet, local engagements and via Recruiter instruction during job brief meeting.
    Referrers will receive a significant bonus when new hire is made
    Delivery is being monitored and promotion activities

    (2 minutes)
  • All of these channels need to be operated in harmony via a Global marketing and attraction strategy

    Standardized advertisement approach, align global message about job opportunities and employee value proposition.

    Connecting and aligning the channels and the message is key to help route candidates in the right direction. With several hundred vacancies open on a daily basis it is important to navigate potential candidates in the right direction. Establish a relationship and develop an interest as a potential future employer. Provide information that is tailored and triggers top talent to view Shell as an employer of choice.



    (2 minutes)
  • Summary (2 minutes)

Transcript

  • 1. RECRUITING ENGINEERING EXCELLENCE Ed Gunzeln Global Operations Manager Recruitment
  • 2. Copyright of Royal Dutch Shell plc 2 DEFINITIONS AND CAUTIONARY NOTE The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies over which Royal Dutch Shell plc either directly or indirectly has control. Companies over which Shell has joint control are generally referred to “joint ventures” and companies over which Shell has significant influence but neither control nor joint control are referred to as “associates”. In this presentation, joint ventures and associates may also be referred to as “equity-accounted investments”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect (for example, through our 23% shareholding in Woodside Petroleum Ltd.) ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest. This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘goals’’, ‘‘intend’’, ‘‘may’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘plan’’, ‘‘probably’’, ‘‘project’’, ‘‘risks’’, “schedule”, ‘‘seek’’, ‘‘should’’, ‘‘target’’, ‘‘will’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this presentation, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional risk factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended December 31, 2012 (available at www.shell.com/investor and www.sec.gov ). These risk factors also expressly qualify all forward looking statements contained in this presentation and should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, 5 June 2014. Neither Royal Dutch Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this presentation. We may have used certain terms, such as resources, in this presentation that United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov. You can also obtain these forms from the SEC by calling 1-800-SEC-0330. 2
  • 3. $1.3 BILLION AMOUNT WE SPENT ON R&D 70+ NUMBER OF COUNTRIES IN WHICH WE OPERATED 44,000 NUMBER OF SHELL SERVICE STATIONS SHELL FACTS $27 BILLION CCS EARNINGS ATTRIBUTABLE TO ROYAL DUTCH SHELL PLC SHAREHOLDERS $4.32 CCS EARNINGS PER SHARE $1.72 DIVIDENDS ANNOUNCED PER SHARE 3.3 MILLION BARRELS OF OIL EQUIVALENT WE PRODUCED PER DAY 50% SHARE OF OUR PRODUCTION THAT WAS NATURAL GAS 87,000 AVERAGE NUMBER OF PEOPLE WE EMPLOYED 20.2 MILLION TONNES OF EQUITY LNG WE SOLD $46 BILLION NET CASH FROM OPERATING ACTIVITIES
  • 4. THE NEW ENERGY FUTURE BY 2050 Rising energy demand, supply pressure, climate change 9 billion people, 75% living in cities (2 billion more than today) 2 billion vehicles (1 billion at the moment) Many millions of people will rise out of energy poverty; with higher living standards energy use rises Energy demand could double from its level in 2000.. .. while CO2 emissions must be half today’s to avoid serious climate change Need to become twice as efficient, using half the energy to produce each dollar of wealth 3 times more energy from renewable sources THE WORLD EXPECTS:
  • 5. 5October 2013CONFIDENTIALCopyright of Shell International B.V. 5October 2013CONFIDENTIALCopyright of Shell International B.V. SAKHALIN II ATHABASCA OIL SANDS PROJECT PORTARTHUR REFINERY PEARL GTLQATARGAS 4 NEED FOR TALENT CONTINUES PERDIDO PARQUE DAS CONCHAS (BC-10) GUMUSUTSHELL EASTERN PETROCHEMICALSCOMPLEX FLNG
  • 6. TALENT ACQUISITION SYSTEM EMPLOYEE VALUE PROPOSITION ASSESSMENT REFRESH RESOURCE FORECASTING EMBRACE TECHNOLOGY TARGETED UNIVERSITIES DRIVING RECRUITMENT EXCELLENCE RECRUITIN G EXCELLENC E GLOBAL BENCHMARK CANDIDATE EXPERIENCE BUSINESS INVOLVEMENT
  • 7. USE DATA TO DRIVE ACTIONS AND PERFORMANCE
  • 8. ORGANIZING GLOBAL TECHNICAL SOURCING Sourcing Headhunting Talent Market Scan Mapping Talent Pooling & Profiling
  • 9. INFLUENCING OUR TARGET AUDIENCE AT EVERY TOUCHPOINT Erika Robertson Shell Social Ambassador Via ads throughout LinkedIn Via company career pages When they search for jobs In their email Inbox When they network with employees Via news & updates Via their friends in Shell
  • 10. TARGETED TECHNICAL CAMPAIGNS 10 Skill pool career pages • Passive candidates • Innovation • Engineering Excellence • Technical landing pages • Global vs. Local
  • 11. Copyright of Shell Brands International AG TECHNICAL CAREER PAGES 11
  • 12. SHELL TALENT COMMUNITY 12
  • 13. EMPLOYEE REFERRAL PROGRAMME Employee Referral Programme  Requisition based referrals into our Talent Acquisition System  Open referrals into Shell Talent Community
  • 14. FOCUS – ALL CHANNELS CONNECT/ALIGN Career site
  • 15. 15 Utilize your employees to be recruitment ambassadors Underpinned with a strong Employee Value Proposition Get close to the business to understand skill gaps and needs Leverage media channels with a clear branding/recruitment strategy Influence passive candidates to become active applicants Organization structure and capabilities aligned with business needs KEY DRIVER SUMMARY