Assessing and Addressing the TalentGap In Aberdeen.
A few of the of the   participants
Researchmethodology
Why and how we went about thisresearch•   We wanted to understand the key resourcing challenges facing the    Aberdeen Oil...
The Talent  Attraction landscape in 2012: facingthe talent gap
Recruiting talented candidates has becomemore challenging over the last 12 months  Completely agree     Broadly agree   Sl...
The recruitment of talented individuals willbecome more challenging over the next 12months  Completely agree     Broadly a...
By what sort of % do you expect the recruitment marketto become more competitive over the next 12 months?          By up t...
Retaining talented candidates has becomemore challenging over the last 12 months  Neither agree nor      disagree  Complet...
There are talent gaps in the followingengineering & specialist areasEngineering   OffshoreOperationsHead Office          0...
The inability to recruit sufficient talent into ourorganisation is impacting on business performance   Neither agree nor  ...
This talent gaps puts a strain on our workforceand impacts employee engagement  Neither agree nor      disagree  Completel...
talent gapLearnings
Learnings•   The Talent Gap is real, and is forecast to get wider•   The Talent Gap means that business performance is suf...
Transferable   skills
We seek talent from outwith the Oil & Gas   industries  Neither agree nor      disagree  Completely agree     Broadly agre...
We seek talent from outwith the Aberdeenregion  Neither agree nor      disagree  Completely agree     Broadly agree   Slig...
Which industry sectors provide the sort oftalent that Oil & Gas could benefit from?           Nuclear      Armed forces   ...
We have talent mapped our organisation against other industry sectors  Neither agree nor      disagree  Completely agree  ...
The Aberdeen Oil and Gas sector is not great atrecruiting in talent from other industries  Neither agree nor      disagree...
Aberdeen’s location is a key factor in thisstruggle to recruit  Neither agree nor      disagree  Completely agree     Broa...
The buoyancy of the sector is not well knownoutside the region  Neither agree nor      disagree  Completely agree     Broa...
The global Oil & Gas sector tends to view theNorth Sea as a mature, even declining,resource  Neither agree nor      disagr...
The Aberdeen Oil & Gas industry should jointly  promote opportunities within the region  Neither agree nor      disagree  ...
Transferable   skills:  Learnings
Learnings•   Efforts are being made to attract from outside the immediate    geographical & sector talent pools - but over...
Attracting  talent
We have an attractive employer brand which plays akey role in driving our recruitment initiatives   Neither agree nor     ...
We use our employer brand in order to driveinternal communications   Neither agree nor       disagree   Completely agree  ...
We have a fair amount to learn about how socialnetworking and how it can be used for recruitmentpurposes   Neither agree n...
We have a robust graduate recruitment programmedesigned to develop the talent for tomorrow  Neither agree nor      disagre...
We recruit and train our own apprentices Yes  No   0%   10%   20%   30%   40%   50%   60%   70%
Attracting  talent: Learnngs
Learnings•   There is uncertainty as to what a well defined Attraction Strategy looks    like.•   You need to reach out wi...
Talentmanagement
We have an excellent website whichcommunicates our employer brand values  Neither agree nor      disagree  Completely agre...
We have a full online candidate managementsystem with reporting functionality   Neither agree nor       disagree   Complet...
We deliver the best possible candidatejourney & experience  Neither agree nor      disagree  Completely agree     Broadly ...
Talentmanagement: Learnings
Learnings•   The focus on the candidate journey needs to improve.•   It is so important that the Employer Brand is communi...
In summary - What do you  think you   could do
In which of the following areas could yourorganisation up its game?             Social media knowledgeEmployer brand defin...
Thank youfor your  time
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Talent gap research 2011 12

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Talent gap research 2011 12

  1. 1. Assessing and Addressing the TalentGap In Aberdeen.
  2. 2. A few of the of the participants
  3. 3. Researchmethodology
  4. 4. Why and how we went about thisresearch• We wanted to understand the key resourcing challenges facing the Aberdeen Oil & Gas community• To identify essential learnings and suggest recommendations moving forward• In consultation with some senior HR people, a framework of questions were created across four broad subject areas• An offline questionnaire was compiled with the aim of adding maximum value through the insights it would uncover• The questionnaire was delivered over the phone to resourcing professionals within the Aberdeen Oil & Gas sector• This is the first look at those insights and their potential implications
  5. 5. The Talent Attraction landscape in 2012: facingthe talent gap
  6. 6. Recruiting talented candidates has becomemore challenging over the last 12 months Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60% 70%
  7. 7. The recruitment of talented individuals willbecome more challenging over the next 12months Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60% 70%
  8. 8. By what sort of % do you expect the recruitment marketto become more competitive over the next 12 months? By up to 10% By up to 20% By up to 30% By up to 40% It will broadly stay the same as this year 0% 10% 20% 30% 40% 50% 60%
  9. 9. Retaining talented candidates has becomemore challenging over the last 12 months Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
  10. 10. There are talent gaps in the followingengineering & specialist areasEngineering OffshoreOperationsHead Office 0% 10% 20% 30% 40% 50% 60% 70% 80%
  11. 11. The inability to recruit sufficient talent into ourorganisation is impacting on business performance Neither agree nor disagree Completely agree Broadly agree Slightly disagree Completely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
  12. 12. This talent gaps puts a strain on our workforceand impacts employee engagement Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60%
  13. 13. talent gapLearnings
  14. 14. Learnings• The Talent Gap is real, and is forecast to get wider• The Talent Gap means that business performance is suffering• It is impacting on your existing workforce and has a knock-on affect throughout your business• The additional strain on your people will impact on productivity, engagement and retention• You risk falling into a vicious circle• The talent gaps within Engineering are of particular concern
  15. 15. Transferable skills
  16. 16. We seek talent from outwith the Oil & Gas industries Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
  17. 17. We seek talent from outwith the Aberdeenregion Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60% 70%
  18. 18. Which industry sectors provide the sort oftalent that Oil & Gas could benefit from? Nuclear Armed forces Automotive Chemical ITFood Manufacturing Energy Transport Construction No idea 0% 10% 20% 30% 40% 50% 60% 70%
  19. 19. We have talent mapped our organisation against other industry sectors Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60% 70% 80%
  20. 20. The Aberdeen Oil and Gas sector is not great atrecruiting in talent from other industries Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60% 70%
  21. 21. Aberdeen’s location is a key factor in thisstruggle to recruit Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40%
  22. 22. The buoyancy of the sector is not well knownoutside the region Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60% 70%
  23. 23. The global Oil & Gas sector tends to view theNorth Sea as a mature, even declining,resource Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60% 70%
  24. 24. The Aberdeen Oil & Gas industry should jointly promote opportunities within the region Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40%
  25. 25. Transferable skills: Learnings
  26. 26. Learnings• Efforts are being made to attract from outside the immediate geographical & sector talent pools - but over 90% think that the industry is poor at attracting from other sectors.• And 100% have not mapped their needs against the external market• Other sectors have the skills you are looking for – nuclear & the Armed Forces are seen as good hunting grounds – areas facing real challenges• Your location is seen as a factor in the talent gap – however, you are not alone in facing such pressures• The early career pipeline for tomorrow appears patchy & liable to be switched on & off• There seems interest in but not consensus around combining communications activities
  27. 27. Attracting talent
  28. 28. We have an attractive employer brand which plays akey role in driving our recruitment initiatives Neither agree nor disagree Completely agree Broadly agree Slightly disagree Completely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40%
  29. 29. We use our employer brand in order to driveinternal communications Neither agree nor disagree Completely agree Broadly agree Slightly disagree Completely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
  30. 30. We have a fair amount to learn about how socialnetworking and how it can be used for recruitmentpurposes Neither agree nor disagree Completely agree Broadly agree Slightly disagree Completely disagree 0% 10% 20% 30% 40% 50% 60% 70%
  31. 31. We have a robust graduate recruitment programmedesigned to develop the talent for tomorrow Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 5% 10% 15% 20% 25% 30% 35%
  32. 32. We recruit and train our own apprentices Yes No 0% 10% 20% 30% 40% 50% 60% 70%
  33. 33. Attracting talent: Learnngs
  34. 34. Learnings• There is uncertainty as to what a well defined Attraction Strategy looks like.• You need to reach out with more confidence to the global Oil & Gas sector that you remain a viable choice.• Investment in, and understanding of, the Employer Brand is not as good as it should be.• As attraction from other sectors becomes increasingly important, domestic candidate audiences need to feel there is real opportunity on their, relative, doorstep.• Employer Brand is not used to any great extent as an internal communication or employee engagement tool.• You have a strong story to tell (and a strong need to tell it). One that would resonate with many candidates.
  35. 35. Talentmanagement
  36. 36. We have an excellent website whichcommunicates our employer brand values Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 10% 20% 30% 40% 50% 60% 70%
  37. 37. We have a full online candidate managementsystem with reporting functionality Neither agree nor disagree Completely agree Broadly agree Slightly disagree Completely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40%
  38. 38. We deliver the best possible candidatejourney & experience Neither agree nor disagree Completely agree Broadly agree Slightly disagreeCompletely disagree 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
  39. 39. Talentmanagement: Learnings
  40. 40. Learnings• The focus on the candidate journey needs to improve.• It is so important that the Employer Brand is communicated through all candidate touchpoints, from applicant, to candidate, to joiner, to inductee, through to employee and even alumni.• Use of technology to aid the process is poor in comparison to other sectors.• Websites are seen as poor. To attract the best this needs to change, particularly if other sectors with a more sophisticated candidate pool are to be targeted.• Many UK talent pools are characterised by caution and apprehension – even great talent needs reassurance and confidence to move in the current market
  41. 41. In summary - What do you think you could do
  42. 42. In which of the following areas could yourorganisation up its game? Social media knowledgeEmployer brand definition & promotion Onboarding Retention & engagement Alumni comms Induction Application process Assessment process Pipeline knowledge Forward resourcing planning 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
  43. 43. Thank youfor your time

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