0
From Traditional to Strategic Talent Acquisition
How to Evolve Your Approach
Gareth Taylor
Recruitment Transformation Mana...
www.markgroup.co.uk
Helping our customers become
energy efficient since 1974
Lose Less. Use Less. Generate More.
www.markg...
www.markgroup.co.uk
Mark Group
“40 years in business – from humble origins to a global leader”
Presented by
Jon Sleighthol...
www.markgroup.co.uk
• Teacher
My Career
• Rugby Player
• Sport2Business - career transition,
outplacement and strategic hi...
www.markgroup.co.uk
• Family business established in 1974
Mark Group
Facts & Figures
• Over 3000 employees worldwide
• Tur...
www.markgroup.co.uk
• The UK’s leading provider of Domestic Energy Efficiency
Solutions - at its heart traditional and con...
www.markgroup.co.uk
Mark Group
Talent acquisition journey
2012
• Under skilled, under
resourced HR team
• Exclusively reli...
www.markgroup.co.uk
• Embrace the doubters….
Mark Group
Key lessons so far….
• Case studies are powerful!
• Build on the q...
0
TfL Recruitment
22 May 2014
• TfL is responsible for the day-to-day to operation of the Capital’s public transport network,
managing London's main roa...
Team Hires 2013/14
Operational* 875
Head Office 1576
Temporary Labour 1610
Graduates / Apprentices 160
Total 4221
2
To del...
• £2.4 billion savings target included in 2010/11 Business Plan
• The Strategic Sourcing Programme was established in 2012...
4
A programme of internal transformation initiatives were identified to
derive both Financial and non-Financial benefits
•...
5
Cumulative Trends Escalations &
Exception reporting
% Mark-up and
Year on Year
Trends
Cost Per Hire Quality of Hire
Perf...
Enable robust Supplier Management through the combined tender for
all Recruitment Service products
6
Supplier Management
Strategic:
Low cost
Efficient
Quality of hire focus
Proactive pipeline-based process
Reactive:
High cost
Labour-intensive
...
8
Direct Sourcing Solutions
• 25 Recruiter Licenses
• 62 Job slots
• Job wrapping
Employer Branding Solutions
• Dynamic Ca...
9
Transport for London
Political / Cultural Barriers to Linked In
– Business case for Investment
– Resistance to use of So...
10
Direct Sourcing
Job Wrapping
191,488
Job Applications
Average Monthly
Applications
Average Applications
per Job
Direct Sourcing
Careers Pages
Default
CPD
IT
Commercial
Surface
Direct Sourcing
Lead Generation Campaigns
IM Talent Campaign
• Deployed 2,500 InMails
• Open rate 36.8%
(above industry av...
Direct Sourcing
Employee Members
Monthly Employee Profile Views
Monthly Company Page Viewers
Monthly Career Page Viewers
T...
Direct Sourcing
Impact of investment
15
Key Performance Indicators FY2013
Target
FY2014
Actual
FY2014
Impact
Cost per hire £1,946 £1,557 £1,497 23%
Hires per R...
16
The future
2013/14 targeted financial savings and productivity improvements
2014/15 is all about completing the triangl...
17
Direct Sourcing remains key to the delivery of our future objectives
Using the experience of the first 8 months of our ...
18
What can a Finance person teach
recruitment?
My experience of managing TfL
recruitment has been very different
to manag...
19
• You can only manage what you
measure
• Compliance is key in such a
highly transactional
environment
• Need to capture...
Any Questions?
Gareth Taylor
Recruitment Transformation Manager
Transport for London,
Jon Sleightholme
Recruitment Directo...
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ConnectIn London: From Traditional to Strategic Talent Acquisition

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This presentation is from our recent ConnectIn London event where Transport for London & Mark Group shared their story and next steps on evolving their approach to a strategic talent acquisition model. Follow the conversation at #intalent.

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Transcript of "ConnectIn London: From Traditional to Strategic Talent Acquisition"

  1. 1. From Traditional to Strategic Talent Acquisition How to Evolve Your Approach Gareth Taylor Recruitment Transformation Manager Transport for London, Jon Sleightholme Recruitment Director Mark Group, @JonSleightholme #intalent
  2. 2. www.markgroup.co.uk Helping our customers become energy efficient since 1974 Lose Less. Use Less. Generate More. www.markgroup.co.uk
  3. 3. www.markgroup.co.uk Mark Group “40 years in business – from humble origins to a global leader” Presented by Jon Sleightholme Director of Recruitment & Talent Management #intalent
  4. 4. www.markgroup.co.uk • Teacher My Career • Rugby Player • Sport2Business - career transition, outplacement and strategic hiring • Mark Group - transforming a business from “old school mentality” to strategically acquiring and managing talent globally #intalent
  5. 5. www.markgroup.co.uk • Family business established in 1974 Mark Group Facts & Figures • Over 3000 employees worldwide • Turnover - £300 million (2013/14) forecast to double in the next 5 years • Market leader in the UK • Growing international presence - USA, Australia and New Zealand #intalent
  6. 6. www.markgroup.co.uk • The UK’s leading provider of Domestic Energy Efficiency Solutions - at its heart traditional and conservative Mark Group Business Overview • Economic drivers - Energy security and Energy prices • 10,000 homes/businesses a week globally more energy efficient… “taking the light from under the bushel” #intalent
  7. 7. www.markgroup.co.uk Mark Group Talent acquisition journey 2012 • Under skilled, under resourced HR team • Exclusively reliant on external agencies • Post and Pray • Multiple relationships • Take control/reduce costs 2013 • Split of HR and Talent acquisition • Investment in the team globally • More proactive approach • Utilization of social media – Linkedin/Twitter • Increase cost savings/reduction in attrition 2014 • Continuing education of line managers • Embrace case studies • Develop the employer brand • Grow the team globally - USA major focus • Further embrace social platforms • Links to local Universities • Continue to reduce cost and attrition 2015+ • Evolution of a proactive and strategic approach • Build on employer brand – why do people work here? • Employer of choice within the industry • Employee Engagement strategy #intalent
  8. 8. www.markgroup.co.uk • Embrace the doubters…. Mark Group Key lessons so far…. • Case studies are powerful! • Build on the quick wins • Fine the very best talent to join your talent team #intalent
  9. 9. 0 TfL Recruitment 22 May 2014
  10. 10. • TfL is responsible for the day-to-day to operation of the Capital’s public transport network, managing London's main roads and the planning and building of new infrastructure • We manage the city’s buses, the Tube network, Docklands Light Railway, Overground and Tramlink. • We also run Barclays Cycle Hire, London River Services, Victoria Coach Station, the Emirates Air Line and London Transport Museum. • As well as controlling a 580km network of main roads and all of the city's 6,000 traffic lights, we also run London’s Congestion Charging scheme. • Regulating taxis and private hire vehicles are part of our remit too. • Every day around 24 million journeys are made across our network. 1 Transport for London
  11. 11. Team Hires 2013/14 Operational* 875 Head Office 1576 Temporary Labour 1610 Graduates / Apprentices 160 Total 4221 2 To deliver these services 29,000 staff – 17,000 Operational – 12,000 Head Office Recruitment team of 50.0 staff delivering * Operational recruitment services are provided by a 3rd party partner
  12. 12. • £2.4 billion savings target included in 2010/11 Business Plan • The Strategic Sourcing Programme was established in 2012 to review all back office functions, to support and enable the delivery of these savings targets. • Key activity was to undertake supplier market testing 3 Transport for London Supplement to the Official Journal of the European Union • To supplement the market testing we also benchmarked our services against those of similar organisations
  13. 13. 4 A programme of internal transformation initiatives were identified to derive both Financial and non-Financial benefits • Performance Management • Supplier Management • Direct Sourcing Transport for London
  14. 14. 5 Cumulative Trends Escalations & Exception reporting % Mark-up and Year on Year Trends Cost Per Hire Quality of Hire Performance Management Introduction of team and business performance measures to influence behaviours
  15. 15. Enable robust Supplier Management through the combined tender for all Recruitment Service products 6 Supplier Management
  16. 16. Strategic: Low cost Efficient Quality of hire focus Proactive pipeline-based process Reactive: High cost Labour-intensive Applicant quantity focus Req to req process Developing Foundational Strategic Traditional 7 Direct Sourcing Talent Acquisition is becoming more strategic as organisations learn how to engage passive talent
  17. 17. 8 Direct Sourcing Solutions • 25 Recruiter Licenses • 62 Job slots • Job wrapping Employer Branding Solutions • Dynamic Careers Page • Employee Profile Ads • 2 million Traffic Drivers • 4 x Lead Generation InMail campaigns Direct Sourcing Linked In Solution
  18. 18. 9 Transport for London Political / Cultural Barriers to Linked In – Business case for Investment – Resistance to use of Social Media – ‘Old boys’ network – Employee Relations Team Barriers to Linked In – Resistance to change – Capability
  19. 19. 10 Direct Sourcing Job Wrapping 191,488 Job Applications Average Monthly Applications Average Applications per Job
  20. 20. Direct Sourcing Careers Pages Default CPD IT Commercial Surface
  21. 21. Direct Sourcing Lead Generation Campaigns IM Talent Campaign • Deployed 2,500 InMails • Open rate 36.8% (above industry ave ~30%) • Response rate 9% (above industry ave 5%) • 224 leads in recruiter folder
  22. 22. Direct Sourcing Employee Members Monthly Employee Profile Views Monthly Company Page Viewers Monthly Career Page Viewers Total Followers Monthly Job Viewers Talent Brand Engagement Talent Brand Index Impact of investment
  23. 23. Direct Sourcing Impact of investment
  24. 24. 15 Key Performance Indicators FY2013 Target FY2014 Actual FY2014 Impact Cost per hire £1,946 £1,557 £1,497 23% Hires per Recruitment Consultant 76 98 104 37% Days to fill an open position - Band 1-4 (SLA 60) - Band 5+ (SLA 90) 68 90 60 90 43 46 32% 49% Customer satisfaction survey New 80% 88.5%
  25. 25. 16 The future 2013/14 targeted financial savings and productivity improvements 2014/15 is all about completing the triangle and we will be concentrating on the Quality of service provision. 3 Key improvement objectives • Candidate Experience • Hiring Manager Satisfaction • Quality of Hire
  26. 26. 17 Direct Sourcing remains key to the delivery of our future objectives Using the experience of the first 8 months of our relationship with Linked In we are considering how best to build a robust and engaging model • Longer term investment in a ‘fit for purpose’ solution • Improved Recruiter license usage • Business ownership of Careers Pages and updates • Demand planning for Lead Generation Campaigns How does LinkedIn support
  27. 27. 18 What can a Finance person teach recruitment? My experience of managing TfL recruitment has been very different to managing any other service function through change • 95%+ of those we engage are disappointed • High level of transactions • Lack of Commercial skills • Everyone thinks they can do it Quicker / Better / Cheaper
  28. 28. 19 • You can only manage what you measure • Compliance is key in such a highly transactional environment • Need to capture and market the great stuff as well as taking remedial action on the bad • HR Delivery teams need to work closer with Recruitment and take a more commercial approach to building accurate, yet flexible, resourcing demand plans
  29. 29. Any Questions? Gareth Taylor Recruitment Transformation Manager Transport for London, Jon Sleightholme Recruitment Director Mark Group, @JonSleightholme #intalent
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