I designed this Strategic Talent Acquisition approach for the Transocean shore-based staffing model. Enjoy!

1. Proposed Re-Alignment of the Shore-Based HR
Organizational Model [Focusing on Talent Acquisition]

2. Today‟s Purpose
The Strategic Vision
 Introduce the new role: Manager, Talent Acquisition, and why it‟s necessary*
 Separate the Talent Acquisition role from the Generalist function
 Centralize and develop a strategic Talent Acquisition function
 Illustrate the shortfalls of past models
 Highlight the benefits of the new approach
 Discuss major projects associated with the change
* This is a new role and it has never existed at Transocean. Although there may have been a
position with a similar title, it was a position ‘in name only’, and was not indicative of a strategic,
centralized approach.
2

3. Catalyst: Why change is necessary?
Deficiencies with current and past HR structures:
 Inability to fill positions in a timely manner
 Reactionary response to customer needs
 Lack of qualified talent
 Using band-aids and stop-gaps
 Fragmented, divided Talent Acquisition function
 Lack of a singular message, identity, EVP, and employer „brand‟
 Poor use of time
 Improper use of ERP, Talent Management, and VMS systems
3

4. The Current System:
A fragmented, decentralized Talent Acquisition function
HR Generalist HR Generalist
HR Generalist
Manager Manager
Manager
Generalist Generalist Recruiter
Recruiter
Recruiter Recruiter
(CWR)
HR HR
Recruiter
Coordinator Coordinator
HR
HR Intern
Coordinator
4

5. The Current System:
A fragmented, divided Talent Acquisition function (cont.)
Reactionary
and lacks
strategy
Competition
between
divisions
5

6. The Proposed System:
A centralized Talent Acquisition function*
HR Generalist HR Generalist Talent
HR Generalist
Manager Manager Acquisition
Manager
Manager
Generalist Generalist HR Coordinator Recruiter
Sourcing
Recruiter
HR Coordinator HR Coordinator HR Intern
Recruiter
Recruiter
Sourcing
Recruiter
Recruiter
* Re-alignment will allow the
strategic approach to flourish
SR.Coordinator
Coordinator
(CWR)
6

7. The Proposed System:
Manager, Talent Acquisition: Scope & Role
Transforming and redefining the role from a reactionary, unorganized role;
to a strategic, results-driven, proactive approach. VII components:
I. Design the Structure and flow of the team
II. The Transition
III. Developing and deploying the Talent Acquisition strategy
IV. Implementing the process based, structured approach
V. Building the Metrics tools, and deploying the tracking matrix
VI. Deploy Liaison function
VII. Communicate the vision
7

8. Manager, Talent Acquisition, VII Components:
I. Design the structure and flow of the team
1. Team 2. Hiring Process 3. Time Management
2 Sourcing recruiters Identify and eliminate poor
Key steps and workflow
supporting the 4 Recruiters utilization of time
2 TA Coordinators supporting
the 6 above & CWR process
8

9. I. Design the structure and flow of the team
1. Team workflow
TA Manager:
High level
Recruiters: strategic design,
High level implementation,
Sourcing interaction with and
Recruiters: HA (Hiring management
provide the Authorities) approach. Liaise
recruiters with and candidates with other
all active and functions and
passive talent division
stakeholders
Coordinators: Handle
CWR workers / general
administrative support

10. I. Design the structure and flow of the team
1. Team workflow (detailed)
Recruiter
Engineering: Upgrades
Sourcing Recruiter & Projects
Supports the 2
Engineering recruiters
Recruiter
Engineering: TFS &
Maintenance
TA Coordinator
Sr. TA Coordinator
Supports the team
Managers the CWR‟s
administratively
Recruiter
GSC, Operations,
Sourcing Recruiter HSE, ADTI
Supports the
GSC/OPS and Acct. &
Finance recruiters Recruiter
Accounting & Finance,
Tax, HR, Marketing, IT

11. I. Design the structure and flow of the team
2. Hiring Process
IDENTIFY: Hiring Authority identifies need
DATA CAPTURE: Recruiter meets with Hiring Authority
COOLING PERIOD: Posting internally first? Or only consider internals first?
STATEGY & DEPLOYMENT: Deploy TA Strategy
RECRUITMENT: (Sourcing >Recruiter>Hiring Authority)
INTERVIEW & SELECTION: External candidates (handover to GEN if internal)
OFFER PROCESS: Proper approvals obtained and then extended
HANDOVER: All processing and on-boarding handed over to GEN

12. I. Design the structure and flow of the team
3. Time Management
 Identify what recruiters spend their time doing. What are the benefits?
 Identify and eliminate Department-Driven requests for extraneous reports
 Eliminate all non essential recruiting initiatives and meetings requested by
managers. *(This will be the role of the TA Manager).
 Identify the most important processes vs. how much time is involved (and
least important and how much time is spent on these tasks).
 Eliminate recruiter down time by centralizing approved forms, information,
and processes (by use of the TA toolkit)*
*TA Toolkit will be discussed later on in the presentation

13. Manager, Talent Acquisition, VII Components:
II. The Transition
 Differentiate and transition non-TA tasks from everything else generalist
related, including the following:
• Assignment Memos, Transfers, promotions, and pay adjustments*
 Transition the on-boarding function to the generalists, included but not
limited to the following:
 Background, drug screen, CSC, PeopleSoft information, “TO starts with you”*
 Work with current HR Generalist manager to transition duties, including
recruiting activities, CWR process, iSymphony, et.al.
*These activities are not related to acquiring new talent, and are either considered
generalist functions, or fall into the ‘back end’ of the process, requiring generalist
expertise.

14. Manager, Talent Acquisition, VII Components:
III. Developing & Deploying the Talent Acquisition Strategy
 Determine the Talent Acquisition strategy*
 Develop, deploy, and manage a centralized, progressive, and unified
recruiting approach
 Review, modify, eliminate, or create recruitment policies as needed
 Deploy recruiting campaigns and create the „talent pipeline‟
 Incorporate the “Employee Value Proposition” (EVP) by working with Total
Rewards. (This finalizes the process with candidates in the offer stage)
 Identify and eliminate Hazards, addressing „stop-gap‟ fixes being used in
lieu of a real strategy
*Next 2 Slides: The Talent Acquisition Strategy and process

15. Manager, Talent Acquisition, VII Components:
III. Developing & Deploying the Talent Acquisition Strategy
Talent Acquisition
PeopleSoft
Strategy – Part I (Currently GTMS)
“The Hub” • New recruiting module 2012
• Requisition generation,
approval and tracking
• Resume Database / “Bench”
• Applicant Tracking System
• Applicant flow/ time-to fill reports
• Vendor Management Module

16. Major Job Boards Career Fairs
• Monster.com
Talent Acquisition • RIGZONE.com
• Military Stars
• Rigzone
Strategy – Part II • Monster.com • Monster
•OilCareers.com • CareerBuilder
Sourcing candidates
PeopleSoft
(Currently GTMS)
Conferences &
Social Media • New recruiting module 2012 Societies
• LinkedIn
• Requisition generation, • Attendee Lists:
• FaceBook
approval and tracking • IADC
• Twitter
• Resume Database / “Bench” • SPE
• BeKnown
• Applicant Tracking System • RIMS
• Applicant flow/ time-to fill reports
• Vendor Management Module
• iSymphony
Campus Recruiting
• Agencies/Vendors
• US (Core Schools)
• RPO‟s
• Technical Schools
• Retained Search
• NACE (College)
Conventional/Other
• Employee Referrals
• Journals
• Print ads

17. Manager, Talent Acquisition, VII Components:
III. Recruitment Strategy [band-aids]
Areas of improvement: ▼ Est. cost ~$10,000,000+/yr ▼
• Sometimes provide the wrong
talent because of Transocean
Talent communication failures.
• Source candidates from the
same pool TO sources from
iSymphony Agencies
• Could add an extra layer if not
utilized properly (VMS)
Time • Requires at least 2 full-time TO
employees to manage because
process is not streamlined
• PeopleSoft will act as the RPO‟s
vendor portal / VMS
Expense • iSymphony is expensive,
requires TO human capital to
use, and is lethargic

18. Manager, Talent Acquisition, VII Components:
IV. Implementing the process-based, structured approach
for the Talent Acquisition team
Establish a Streamline Set recruiting Establish and Implement 2
priorities and Standardized
single POC requisition communicate week start
„time to fill‟ forms sent to
with hiring generation job posting date from
expectations candidates
authority and approval and recruiting offer
process strategy acceptance

19. Manager, Talent Acquisition, VII Components:
V. Metrics
Develop, implement, and deploy the measurement tools to track and
monitor systems, process, and performance.
 Implement accurate tracking mechanism for „time to fill‟ regarding all hires
[learning where we can reduce cycle time]
 Utilize GTMS / PeopleSoft system tracking tools: Track positions by status
[„offered‟, „interview stage‟, etc].
 Implement tracking tool to determine the source for each interview and hire [ie.
What method proved most useful for what position – where is our money best
utilized?].
 Track:
 Offers made vs. Offers accepted
 Interviews held [how many interviews did it take for each hire]
 Salaries offered with respect to the mid-point of their grade

20. Manager, Talent Acquisition, VII Components:
VI. The Liaison Function
It is essential that the Talent Acquisition
Manager engage the following
groups in order to successfully Corporate HR Manager | Regarding a number of large projects, including progress
and metrics updates
Execute the strategic vision,
here‟s why:
Divisional stakeholders and Hiring Managers | Workforce planning, updates on
recruitment strategy , bench strength, challenges & keep them abreast of progress
Total Rewards | Develop total rewards strategy to communicate a consistent
message to candidates; including an EVP summary with each offer letter
HR Services | Develop recruiting module in PeopleSoft [applicant tracking / vendor
portal] / data transfer from ATS to PeopleSoft
Compensation | Making sure salaries are commensurate with industry pay
practices
Corporate communications | To develop a succinct roll-out the new function to
internal customers / provide updates as needed on processes and training.
VMS Provider, iSymphony | To transition away from that system while maintaining
a smooth transition to an interim system, ultimately to PeopleSoft
Manager, Talent Acquisition

21. Manager, Talent Acquisition, VII Components:
VII. Communicate and differentiate the role
 To the Divisions: Rollout of the new
organizational change, structure, and
processes.
Transfers /
Assignment-
 This communication would reflect how WCA / Memo‟s
Internal
this function is now separated from the Equity
generalist duties [such as WCA‟s /
Transfers / Promotions / AM‟s etc.].
This would be done via corporate Promotion
Letters
communications e-mail, departmental
meetings, and other methods.
 Subsequent communications would
detail the schedule for training the
hiring managers on new systems and
processes.
See your generalist team

22. Major Projects:
The VIII Major, Concurrent Projects necessary to avoid
failure, and promote a strategic TA function:
I. PeopleSoft Integration*
II. Agencies and VMS: Streamlining and better utilization*
III. Contract Workers*
IV. Headcount Forecast [Workforce Planning]
V. Talent Acquisition Toolkit
VI. Audits / Budgets
VII. Relationship Building
VIII. OTC [Offshore Technology Conference]
* Time Sensitive agenda items

23. Major Projects:
I. PeopleSoft Integration
 Work with HR Services and HR Stakeholders on the strategy to build out the
Talent Acquisition function in PeopleSoft to maximize TA performance
 Transition away from GTMS.
 Build the vendor portal
 Import any information from GTMS or iSymphony into PeopleSoft

24. Major Projects:
II. Agencies and VMS: Streamlining and effectively
utilizing these services
 Build a process whereby we redesign the agency interaction process and
iSymphony‟s role in the TA process
 Begin building the „bridge‟ form iSymphony to PeopleSoft
 Overhaul, realign, and restructure Staffing MSA‟s with vendors and rewrite the
„terms and conditions‟

25. Major Projects:
III. Contract Workers
 Overhaul the process associated with contract workers
 Who should be the main point of contact
 Review the process by which they‟ll be integrated into PeopleSoft

26. Major Projects:
IV. Headcount Forecast
 Engage Divisional VP‟s, Directors, and Hiring Managers to ascertain projected
head count by quarter and year
 This is essential for planning purposes when deciding how to launch the proper
TA method
 It can determine the short, mid-range, and long-term TA strategy.

27. Major Projects:
V. Talent Acquisition ToolKit
The TA ToolKit is an online HUB where all of the following pertinent, approved,
authorized, up-to-date forms, tools, passwords, policies, & processes are located [A
tool for both the internal TA team, and for the external client population]
 Recruiting and work-flow procedures
 Offer Templates
 Job Descriptions / Requisitions
 Salary / Grade information / Job Code Table
 Benefits guide
 Total Rewards Calculator [detailing pay, AIP, LTIP, medical, dental et. al)]
 Global Mobility information
 Job Board passwords / SHRM information / conference lists
 Calendar of recruiting events, including job fairs, campus recruiting events
 Standardized communications and templates for hiring managers, candidates
 Matrix of approvers for requisition generation, offer approval, interview panels

28. Major Projects:
VI. Audits / Budgets
Conduct a thorough Audit and analysis of all of the following [to start]:
 VMS Provider, our contract with them, and how to transition away from them
 GTMS; the system capabilities, how the data is stored and how it will be converted to
PeopleSoft
 Current Personnel and how it‟s being utilized
 Agency fees / RPO contract and fees
 Job Boards
 All positions by department to ascertain the true nature of their status
 Too many others to list

29. Major Projects:
VII. Relationship Building
 Team training and coaching
 Address technical and system challenges with TA team and external
customers
 Create bridge with ADTI, NAM, Aberdeen, and Singapore

30. Major Projects:
VIII. OTC [Offshore Technology Conference]
 Develop the Talent Acquisition strategy in conjunction with the other divisions
 Roll out with the assistance of corporate communications

31. Benefits of the new model:
A brief review – the road to success
Success
Leans the internal
process
Greater visibility and
tracking with Metrics
Creation of the talent pipeline
Systems Improvements with GTMS and
PeopleSoft
Eliminates redundancy and overlap between HR
functions
Centralization of the TA function for a greater strategic vision
Increased responsiveness to customer needs
Drastic cost reduction with elimination of the VMS (iSymphony)