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Increasing TA Effectiveness in China through Data and Talent Planning

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Increasing TA Effectiveness in China through Data and Talent Planning

With an unpredictable job market, rapidly changing roles and skill sets, increased agility and shifting behaviour of job seekers, talent leaders in China need to use accurate and current data to inform their strategy and decision making. Therefore, precise and effective talent market insight becomes more and more important. Market insights for talent planning encompass talent data mining, cleaning and analysis, local market intelligence, and industry benchmarks to inform talent-related decisions. Ideally, data-driven insights guide the whole recruitment process including sourcing, selection and on-boarding, as well as employee reskilling, development, and succession planning.

In this webinar, Joseph Zhu, Client Solutions Director, China, will be joined by Shirley Wang, China Head of Talent Acquisition at Kimberly Clark, and Stacy Zhao, Head of Talent Acquisition, Great China Region at Nestle. The group will discuss how companies in the Greater China Region can use market insights to shape their strategy and improve the effectiveness of their talent acquisition.

We will explore:
• How to develop better business strategy based on talent market insights
• How to assess your current plan and identify areas to improve
• Which stakeholders have important responsibilities for talent planning, with examples of how these roles support your talent acquisition

Published in: Recruiting & HR
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Increasing TA Effectiveness in China through Data and Talent Planning

  1. 1. USING TALENT MARKET INSIGHTS TO INCREASE TA EFFECTIVENESS July 2020
  2. 2. 2 Head of Talent Acquisition Kimberly Clark, China Shirley Wang Head of Talent Acquisition Nestlé, Great China Region Stacy Zhao ü About Cielo ü Time For an Agile Talent Acquisition Model ü How Talent Report Can Help the Business ü Some Examples from Cielo ü Q & A AGENDA & SPEAKERS Client Solutions Director Cielo Talent, China Joseph Zhu
  3. 3. ABOUT CIELO
  4. 4. 4 GLOBAL CAPABILITY, LOCAL INSIGHT GLOBAL RECOGNITION OF EXCELLENCE MILWAUKEE BUENOS AIRES MANCHESTER LONDON COLOGNE BUDAPEST PARIS DUBAI HONG KONG MANILA SINGAPORE 103 Countries 176 Clients 39 Languages 2k Employees 14 Offices 162k Annual Hires GUANGZHOU SHANGHAIWUHAN
  5. 5. 5 Global best practice and local expertise CIELO IN APAC 17+ CLIENTS 7500 HIRES ANNUALLY 98% DIRECT DELIVERY 20 COUNTRIES 15 LANGUAGES SUPPORTED • Regional delivery centres: Singapore, Hong Kong, Manila, Shanghai. Guangzhou and Wuhan • Onsite teams: Across 11 countries in APAC • High Tech: CIELO TALENTCLOUD • High Touch: BRAND + EXPERIENCE = WE BECOME YOU • High Value / Niche Positions form 65% of the total roles we deliver 6 DELIVERY CENTRES
  6. 6. 6 TALENT PLANNING – WHY IS IT IMPORTANT?
  7. 7. INCREASE TA EFFECTIVENESS? -TIME FOR AN AGILE TALENT ACQUISITION MODEL
  8. 8. 8 WHY NOT EFFECTIVE? • Not having a Talent/Talent Acquisition Strategy that links with Business Priority • Not having a clear people/talent acquisition Plan and Measurement • Not leveraging/implementing enough on the Digital Tools • Not having a strategic partnership plan with recruitment 3rd parties • Become Talent Acquisition (Business) Partner • Create a Balanced Build/Borrow/Buy Dashboard • Drive User Experience Focused solutions . • Build an Agile Talent Acquisition Model Action s Facts
  9. 9. 9 SURVEY REFERENCE (COVID-19 PERIOD)
  10. 10. 10
  11. 11. 11
  12. 12. HOW TALENT REPORT CAN HELP THE BUSINESS
  13. 13. 13 HOW TALENT REPORT CAN HELP THE BUSINESS Validate Biz Strategy Talent Capability Trend Business Model Trend TA’s value is not only in new hiring Define Talent Strategy Biz/Org Goal Talent Goal BBG Strategy Hire the right Support the Future Market Workforce Company Workforce Business Set-up Market intelligence, Plan ahead
  14. 14. 14 EXAMPLE – BASE ON MARKET DATA TO DO TALENT PLANNING • Know your needs Step 1 • Mapping Step 2 • Data connection & Compare Step 3 • Define BBG strategy Step 4 Target Industry/Companies/Positions Org. design/ Biz size/ Customer Talent Source; Attraction/Retention differentiation Gap Analysis Critical capability building plan/ Buy strategy Skill and capability per position/ salary range National Leader East Group leader South Group Leader North Group Leader Senior Manager Manager A客户 4000~5000 W AA 上海Manager B客户 2000W 长沙 Manager C客户 1000W 长沙 Manager D客户 2000W 苏州 Manager E客户 2000W 北京 Manager F客户 300W 苏州 Manager G客户 2000W 苏州 Manager H客户 2000W 北京 Manager I客户 300W 苏州 Manager J客户 600 - 800W 北京
  15. 15. 15 EXAMPLE – CAMPUS UNIVERSITY TARGET AUDIENCE
  16. 16. 16 FRAMEWORK ON USING DATA Analyze on Data Generate Hypotheses Validation Your Conclusion Data Screening & Select - Is it relevant to my topic? - What is the data scope or reliability? - Is it one-time impact or a trend? - How to link the data and what are variable ones? Link to topic and draw hypotheses - Understand biz content - Quantification & variables - Your insights Validate your hypotheses - Find additional examples to match your hypotheses - What target benchmark? Draw your story - What is your conclusion? - Who is your audience? - How to present your finds with data? - Any recommendation on action plan?
  17. 17. SOME EXAMPLES FROM CIELO
  18. 18. 18 CHOICE OF INNOVATION CENTER SITE FOR A TOP FINTECH COMPANY #1 TALENT INSIGHTS TO MAKE BETTER DECISION TALENT POOL & INDUSTRY BREAKDOWN SHANGHAIBEIJING 93.0% 82.0% 72.0% 60.0% 50.0% SOFTWARE ENGINEERING SOFTWARE DEVELOPMENT SOFTWARE DESIGN JAVA JEE IT Service 36% Computer Software 26% Telecommun ications 19% Internet Technologies 12% Others 7% SKILLS STACK SHANGHAI IT Service 38% Computer Software 26% Telecommunic ations 19% Internet Technologies 10% Others 7% BEIJING 89.0% 78.0% 71.0% 61.0% 51.0% SOFTWARE ENGINEERING SOFTWARE DEVELOPMENT SOFTWARE DESIGN JAVA JEE Est. Talent Pool working as Software Engineer 52,762 Est. Talent Pool working as Software Engineer 33,645 SHENZHEN IT Service 40% Computer Software 26% Telecommun ications 17% Internet Technologies 9% Others 8%Est. Talent Pool working as Software Engineer 3,358 90.0% 81.0% 71.0% 65.0% 57.0% SOFTWARE ENGINEERING SOFTWARE DEVELOPMENT SOFTWARE DESIGN JAVA JEE SHENZHEN
  19. 19. 19 #1 COMPETITIVE LANDSCAPE Beijing Shenzhen Shanghai Beijing (北京) Shanghai (上海) § Beijing and Shanghai have a good mix of Chinese companies and foreign MNC’s competing for talent. § In comparison, competition for talent in Shenzhen is mostly among Chinese private-owned companies. § In general, foreign MNC’s and home- grown companies (including some start-up’s) have almost equal footing when it comes to hiring and attracting software engineer talents. Most of the time, the Chinese companies are willing and are able to match the compensation package of foreign companies.** Insights Shenzhen (深圳) **China Daily Source: Talent Neuron, Zhaopin, 51job *Based on company hiring activities from June 2017 – June 2018 COMPANIES HIRING SOFTWARE ENGINEERS – CHINA
  20. 20. 20 #1 HIRING LANDSCAPE Beijing Shenzhen Shanghai § It is significantly more challenging to look for software engineers in Shenzhen than in Beijing and Shanghai. While there are several software engineers specializing in various coding languages in Guangzhou and Shenzhen, there are very few engineers who can do both front-end and back- end development in these 2 locations. Insights Software Engineer Beijing (北京) EASY DIFFICULT 56 Software Engineer Shenzhen (深圳) EASY DIFFICULT 59 Software Engineer Shanghai (上海) EASY DIFFICULT 58 EASY Hiring Scale Legend 1-10 11-20 21-30 31-40 41-50 51-60 61-70 71-80 81-90 91-100 Extremely Easy Very Easy Moderately Easy Slightly Easy Easy Difficult Slightly Difficult Moderately Difficult Very Difficult Extremely Difficult Source: Talent Neuron EASE OF HIRING
  21. 21. 21 BUSINESS EXPANSION PLAN OF A TOP AUTOMOTIVE OEM #2 TALENT PLAN FOR FUTURE DEVELOPMENT 21 Project Scope-Target Talent Profile Details Overall Objectives : ü6 competitors from headquarters & segmental joint ventures üManagerial level & above with 8+ years working experience üTotal 200 targeted talents üLocal Chinese talents ONLY
  22. 22. 22 #2 TALENT PLAN FOR FUTURE DEVELOPMENT 24.0% 24.0% 11.8% 14.7% 8.8% 1.5% 0.5% 14.7% Figure 3 - Company of Choice BMW VW + Audi Benz European companies Only European Or US Companies Ford GM Others 3.3% 16.7% 79.9% Figure 1 - Career Stages of Talent Pool Executive + HOD Senior Managers Managers + Functional Experts Observations : There are only a handful of Chinese locals holding Executive level positions. Only 3.3% of the talent pool holds senior positions within their head of departments. Observations : The average current tenure of the talent pool is 4 years. Majority of the talent pool has a current tenure of less than 6 years. This trend is seen in all the 6 companies in this research. 42.4% 34.1% 14.6% 8.8% Figure 2 - Current Tenure of Talent Pool ≤ 3 years >3 years ≤ 6 years >6 years ≤ 9 years >9 years 61% 16% 1% 6% 16% Figure 4 - Talent pool's motivation to move Career Development Company's Reputation Leadership Style of Direct Report Salary Increment Others TARGET TALENT POOL ANALYSIS
  23. 23. 23 #2 TALENT PLAN FOR FUTURE DEVELOPMENT SALARY ANALYSIS CHART Company V Company A Company F Company B Company T Company H
  24. 24. QUESTIONS?
  25. 25. 25 Start from hiring positions/projects • Use talent plan for the hard to fill roles/critical roles in your company • Think/plan before actual hiring Using visible data to make the talent plan • Understand your company itself with industry’s benchmark • Use the available data to assess your current plan Know your stakeholders • Top management, business leaders, HRBPs • How will they support your decision? • How will they feel about it? 3 STEPS TO CONDUCT YOUR TALENT PLAN 1 2 3
  26. 26. © Cielo, Inc. | Confidential and Proprietary THANK YOU

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