1. In-house vs. Outsourcing
Pank Koria, CEO, Project People

2. Agenda
 The acquisition of talent
 In-house vs. outsourced resourcing models
 Key Performance Areas

3. Project People
 A few brief facts about Project People
 GSMA – 800 mobile operators
 3 UK – 3G mobile operator
 Ericsson UK

4. THE ACQUISITION OF TALENT

5. What keeps the CEO awake at night?
Source: PWC CEO Survey 2011/2012
78%
72%
67%
50%
43%
35%
Strategies for managing talent
Organisational structure
Managing risk
Corporate reputation and building trust
Capital structure
Engagement with the workforce

6. Challenges for the CHRO
Source: Bersin & Associates 2011

7. The retention time bomb
Attrition Amongst Technology Employees

8. IN-HOUSE vs. OUTSOURCING

9. Case study

10. A different philosophy
“We want the best of the best to come to Google. We budget
what it takes to find the best of the best.”
Todd Carlisle, Google Director of Staffing, Feb 2012

11. Google numbers
Average number of employees per recruiter: 577 to 1.
Google employees per recruiter: at least 64 to 1.
Average SiliconValley staff attrition: 20-30%
Google turnover: less than 5%
Google employees in 2005: 5,000
Google employees in 2012: 33,000
Google’s position in Fortune’s Best Companies ToWork For list: 1

12. What Google does differently
 Specialist roles to enable the resourcing process:
 Recruiting research analysts
 Candidate developers (sourcers)
 Process co-ordinators
 Candidate screeners
 Specialised recruiters for further/higher education
 Specialised recruiters for technical/leadership roles
 Specialised international recruiters based locally
 Recruiting Programme Managers
 Recruiting Project Managers

13. What Google does additionally
 Competitions
 Pushing Boundaries
 Intelligent Metric Analysis

14. When In-house Works
In-house recruiting functions work best when:
 There is an exceptional employer brand in place
 Organisational values and direction can be clearly communicated
 Recruitment function is extremely well resourced
 Recruitment activity is of consistent grade and quality
 Responsibility for sourcing lies with dedicated recruitment
professionals
 Sophisticated measurement and analysis of recruitment metrics

15. What if we can’t all budget
like ?
 Outsourcing can provide some of the advantages
 Maturing pool of outsourcing providers
 Innovation is part of the outsourcing contract

16. Current spend on Talent Acquisition

17. Full
RPO
Managing agent
Ad hoc supply
Ad hoc supply
PSL managed in-house
Managing agent
Managed
service
Full
RPO
The development of resourcing solutions
Full
RPO
Managing agent
Ad hoc supply
Managed
service
PSL managed in-house

18. Case Studies: 3 UK and Ericsson
 Talent sourced: over 2200 / 1600
 Employer brand: regularly review and translate to external
candidates
 Hire Quality: significant improvement in retention
 E-Enabled: End-to-end electronic workforce management
solution
 Adaptability: Embedded teams blended with scalable support
 BI & Analytics: Over 20 metrics analysed and used to re-
engineer the process
 Cost savings: Several million GBP over the last 12 / 7 years
 Compliance:0% error rate over the last 12 / 7 years
 Evolution: Transformed into an RPO over a 12 / 7 year period

19. How technology is accelerating and driving
change
 Connected Society
 Innovative software
 Big Data “We are at inflexion point; Organisations which
learn to leverage big data will far outperform those who
do not.”

20. Project People’s leading edge talent
management application: iResource.com
Recognises the flexibility & responsiveness needed to
meet today’s talent challenge:
 Drives talent through the organisation
 Emerging talent recruited instead of replacing experienced
talent
 Employees automatically invited to interview for roles they
nearly have the skills to perform
 Enables the crunching of ‘Big data’ from thousands of
applicants and hires to influence future selection criteria
 Fujitsu, IBM, NHS and MBNL currently use iResource.com

21. Key Performance Areas (KPAs) for talent
acquisition
 People Strategy aligned to Business Plan
 People Policies and Brand promote acquisition and retention
 Organisation knows ‘What good looks like’
 Talent Management processes are robust and integrated
 Effective technology supportsTalent Management
 Big Data, BI, analysis and insight
 Stakeholder Perception
 L&D and Innovation

22. Want to work for Google?