. Pose a question to a group: What if the business environment changes in a positive way in that the economy improves significantly, and how would that impact TM End with the point that all HR professionals must understand business trends and strategies if they are to be truly effective at COP.
I also explained each slide show the diversity of the workforce in terms of work location, education, ethnicity, gender, etc.
July YTD Attrition Metrics : ?? 7.2% of age 55+ employees retired at average age 59.0 (12.3% annualized) Annualized resignation rate = 3.8% with 73% from professional grades Employees age 35 & under have 7.5% - 8.2% annualized resignation rate Exit Survey — Reasons for leaving for those 40 and below are very similar to top performers Primary (Advancement, recognition and personal) Secondary (Personal, immediate supervisor, location/obstacles tied) Improved effectiveness for N America recruiting: Time to fill COP N. American average = 46 days posted to offer COP N. American average = 69 days posted to hire (since we printed this chart, finance has dropped down to 46/71 vs. the 66/110 shown: others still very similar) Compliance for new US electronic hiring regulations Time To fill and access to candidate pool for effectiveness Access to large candidate pool- 60,000 + resumes from x countries Online availability to all recruiters Avg x # applicants per job Increased efficiency and lower costs- Automatic screening for 60% of candidates Search firm usage down to 4% from 15% 2007 expected benefits are $1.7 MM Other Attrition Facts: As of 7/07, annualized retirement rate = 1.9% (how compare to 2006 – tbd)
Barb to cover – 10-15 minutes
While having a global process and technology platform are critical foundations to efficiency & effectiveness in recruiting, it is equally critical to have the remaining pieces in this picture to continue in efficiency and effectiveness. We will spend 18 months on the global process & technology platform but we are only just starting on the rest of these boxes. Employment branding & initial advertising strategy will be done by July 2007. Advertising strategy and employment branding will then continue to be refined with time and location. We don’t develop a brand, we uncover our brand---what is distinctive about COP and is valued by the people we are trying to get. We are in the Fortune 6, we provide professional development, people get to help solve significant challenges (for intelligent problem solvers), multi-cultural company. Now the challenge we have is to determine the difference between us and Schlumberger (working significant challenges around the world where you can have immediate impact) or XOM (if you’re the best in the world, XOM is the place for you to be) Candidate Relationship management, Consultant speak, is about every interaction you have with candidate from inviting them to consider your company at your website to having them have a great first 2 months with the company. It includes many “transactional things that annoy all you guys---because you mostly have to do them---like a thank you note for applying for a job, scheduling the assessments and making it easy, booking their travel for interviews, the whole professional nature of the interview, getting them back and forth from the airport when they come form the interview, reimbursing their miscellaneous expenses, sending out their offer letter promptly, providing them easy access data for pre-employment medical checks, answering their pre-employment questions on benefits, hours, sending their offer letter, greeting them when they show up, having an office ready, having the supervisor ready with assignments, and doing their orientation. Technology helps a little, building out roles and responsibility and completing the rest of the process. So finally what are good competencies---writing the job descriptions, tie the screening questions to the job description, ferreting out from the manager what he wants and taking the burden from him. Having great depth in the targeted advertising arena—where to go to get good candidates.
Barb to cover – 10-15 minutes
In conclusion, we have a strong asset base … a strong financial position … strong technology … and a strong and smart employee population. I hope this presentation has helped you to better understand our company.
Conoco Phillips uses Taleo Analytics for Recruiting Excellence
About ConocoPhillips <ul><li>An international, integrated energy company </li></ul><ul><li>Headquartered in Houston, Texas, ConocoPhillips operates in more than 30 countries </li></ul><ul><li>Third-largest integrated energy company in the United States and fourth largest refiner worldwide </li></ul><ul><li>Approximately 30,000 employees worldwide and assets of $155 billion </li></ul>As of Dec 31 st , 2009 2
Our SPIRIT Values <ul><li>Our Purpose: Use our pioneering spirit to responsibly deliver energy to the world. </li></ul><ul><li>Our Values: </li></ul>S afety P eople I ntegrity R esponsibility I nnovation T eamwork 3
People Strategies Play a Key Role in Business Results People Implications Business Results Business Strategy People Strategies “ We firmly believe that people are the key enabler to implementing business strategies successfully” Global Workforce Planning Succession Planning Employee & Leadership Development Compensation & Benefits Recruiting & Staffing Performance Management Talent Management Processes 4 Changing Business Environment Industry Trends Internal Trends
Business Value: Talent Management Process Enables… <ul><li>Right person </li></ul><ul><li>Right skills </li></ul><ul><li>Right assignment </li></ul><ul><li>Right time & cost </li></ul>
Recruiting at ConocoPhillips <ul><li>Global Processes </li></ul><ul><li>Best Practices </li></ul><ul><li>Training </li></ul><ul><li>Consulting </li></ul><ul><li>Metrics & Reporting </li></ul><ul><li>Background checks </li></ul><ul><li>Medical </li></ul><ul><li>Drug screens </li></ul><ul><li>Onboarding </li></ul><ul><li>Experienced Hire Recruiting </li></ul><ul><li>University Recruiting </li></ul><ul><li>Executive Recruiting </li></ul><ul><li>Talent Pipelining </li></ul><ul><li>Sourcing </li></ul><ul><li>Hiring Mgr Interface </li></ul>6 Technology Taleo with SAP integration Recruiting Services Recruiting Center of Excellence Recruiting Operations (in house recruiters) < 10% < 10% Search agency usage 61 days 66 days Time to Fill 1908 4217 # Positions Filled 57,000 88,000 # Applicants 2009 2008
ConocoPhillips Recruiting Analytics Time to Fill 2009 US Applicant Diversity 2009 Sources- External Hires 2009 7
Journey to Recruiting Excellence: 2005-2010 <ul><li>State of Recruiting in COP in Fall 2005 </li></ul><ul><li>Mission set to…”Attract and hire the right people, with the right skills, at the right time, and the right value” </li></ul><ul><li>BUT MAJOR CHALLENGES EXISTED… </li></ul><ul><li>Hiring numbers growing rapidly </li></ul><ul><li>Inconsistent staffing processes globally </li></ul><ul><li>New U.S. compliance standards (OFCCP) </li></ul><ul><li>No internal technology to support hiring </li></ul><ul><li>Lack of metrics to measure results </li></ul><ul><li>Few dedicated recruiters and staffing personnel </li></ul><ul><li>Huge reliance on costly search firms </li></ul>How to achieve process improvements within this dynamic environment? COP Hiring Activity 8
Development of COP Recruiting Program Improving Business Efficiency and Effectiveness Building Recruiter Competencies in Organization Growing Talent Pools & Managing Candidate Relationships Recruiting Analytics Employment Branding & Sourcing Strategy Taleo Technology Platform Global Recruiting Process Foundation for Success 9
Recruiting Analytics Drive Investments Strong global markets drive significant growth in external hiring Global Recruiting Process Mapping Globalize processes and technology Taleo UK & Norway 2008 2011+ Taleo US & Canada Staffing Process Metrics in Operation Refining Process Metrics Environment Focus Area Processes & Metrics Technology Sourcing Talent Contingent Staffing Project 2010 Careers Website Launch Pilot leveraged recruiting team for Corporate Staffs Recruiting decentralized across BU’s Taleo Rest of World Launch Leveraged Recruiting Model-US & Canada Intl Staffing Process Implementation Recruiter Organization Internet Postings to Major Job Boards Market decline – position recruiting processes for future return to hiring Forecast economic recovery, return to normal hiring levels Talent Pipelines Launch Leveraged Recruiting Model- Europe & APAC Diversity Sourcing: Career Fairs, Univs Employee Referral Analysis Case Study #1 Case Study #2 Case Study #3 ConocoPhillips Recruiting History 10 2009 2006-2007
Recruiting Analytics #1 – Taleo Implementation COP Taleo Implementation in North America significantly exceeded project benchmarks, resulting in ~ $ 5 MM in improvements over first two years 11 4.3 Improved by 30% Reduced from 5% to 3% Reduced additional 6 days 2008 Results NA Benchmark year – managers reviewed 50,000 resumes in 2007 Reduced from 16% to 5 % Reduced by 10 days 2007 Results 4.2 out of 5 Recruiter service delivery Hiring Manager Satisfaction $50,000 savings in manager productivity Increase resumes screened by 20% Too many candidates burdens managers Candidate Screening Metric $2.7 MM savings in reduced fees Reduce usage 10% High placement fees drive staffing costs up % Search Agency Usage $2.1 MM savings in reduced vacancy costs Reduce by 5 days Lost productivity costs; loss of highest quality candidates Time to Fill 2 Year Savings Project Benchmarks Why Measure? Project Success Measures
Recruiting Analytics #2 – Employee Referral <ul><li>Businesses requested the Recruiting COE to develop a paid employee referral program in early 2007 </li></ul><ul><li>Employee referral programs are considered a key tool in the toolkit for successful hiring </li></ul><ul><li>Recruiting COE researched best practice programs and made recommendation to implement for Taleo deployed countries </li></ul><ul><ul><li>Assumed existing referral rates were low <15% since no program in place </li></ul></ul><ul><ul><li>Assumed referral rates would grow to 25% and achieve cost savings of $450,000 </li></ul></ul><ul><ul><li>Final decision pending results of Q1 and Q2 metrics from Taleo </li></ul></ul>12 DATA SURPRISE <ul><li>Sourcing Metrics showed Employee Referral Rate was already 49%! </li></ul><ul><li>Business case no longer existed for new program </li></ul><ul><li>Path forward to monitor metrics and consider an alternative program to educate employees on how to market our opportunities </li></ul>
Recruiting Analytics # 3 – Shift to Centralized Recruiting <ul><li>Gaps in Decentralized Recruiting Model </li></ul><ul><li>93 “Recruiters”* filled 2863 positions (average 31/year) </li></ul><ul><li>Data integrity issues due to inconsistent processes </li></ul><ul><li>Inability to build talent pools, share candidates across businesses and engage in proactive strategies </li></ul><ul><li>Diversity opportunities not leveraged across business </li></ul><ul><li>State of Recruiting in 2008 </li></ul><ul><li>Taleo technology fully implemented in U.S. </li></ul><ul><li>Decentralized recruiting organization </li></ul><ul><li>Limited # full time recruiters; mostly HR generalists with part time staffing roles </li></ul><ul><li>Staffing is still large burden for hiring managers </li></ul><ul><li>Analytics indicated plateau in efficiencies </li></ul>13 Engineering – 336 Hires 47 Recruiters / 7 hires per year Best Practice - 3 recruiters / 112 hires per year Upstream Refining Corporate 51 hires 7 recruiters 203 hires 20 recruiters 82 hires 20 recruiters
Recruiting Analytics # 3 – Shift to Centralized Recruiting 14 <ul><li>Q4 2009 Implementation in U.S. </li></ul><ul><li>Full life cycle recruiting services </li></ul><ul><li>Dedicated, full time corporate recruiters </li></ul><ul><li>Hiring for experienced and entry level professional, administrative, and operations positions </li></ul>Project KPI’s New Operations Teams are on target to deliver Project KPI’s, filling ~1100 positions by year end. Feedback from hiring managers has been very positive! Director, Business Recruiting Director, Technical Recruiting <ul><li>Corporate Staff Functions </li></ul><ul><li>3 Recruiters </li></ul><ul><li>1 Coordinator </li></ul>COE Staff : Consulting & Program Management Manager, Recruiting & Staffing Manager HR Services Canada <ul><li>Engineering , Projects & Operations </li></ul><ul><li>8 Recruiters </li></ul><ul><li>3 Coordinators </li></ul><ul><li>University & Experienced </li></ul><ul><li>Engineering, Ops & Business: </li></ul><ul><li>3 Recruiters </li></ul><ul><li>1 Coordinator </li></ul>-Talent pipelines built for key jobs -Silver medalist hiring -Leverage top candidates and diversity across businesses -Hiring Mgr Satisfaction metric > 4.4 out of 5 -Time to Fill reduced 5 days over 2008 -Candidate Screening metric improved to < 25% High-grade Hire Quality Improved Service Cost Savings
<ul><li>State of Recruiting in COP in 2010 </li></ul><ul><li>Mission set to…”Attract and hire the right people, with the right skills, at the right time, and the right value” </li></ul><ul><li>Accomplishments to date: </li></ul><ul><li>Consistent global staffing processes supported by technology </li></ul><ul><li>Centralized Recruiting Model successful in US, Canada & Norway </li></ul><ul><li>Achieving global KPIs for efficiency and effectiveness </li></ul><ul><li>Analytics routinely used for investment decisions </li></ul><ul><li>Recruiters building talent pipelines ahead of need </li></ul><ul><li>Broad coverage of our positions in global internet marketing </li></ul><ul><li>Internal expertise in niche and diversity sourcing, social media strategies </li></ul><ul><li>Remaining journey: </li></ul><ul><li>Recruiters service both permanent and contingent staff needs </li></ul><ul><li>Completion of Taleo technology/ metrics to remaining global business units </li></ul><ul><li>Global recruiter competency model and career maps </li></ul>Journey to Recruiting Excellence: 2005-2010+ 15