The Nuts & Bolts
Offshoring All or Part of
Your Recruitment
Function
Martin Cerullo
MD-Development, APAC
29 May 2013
Stric...
Agenda


An Introduction to AMS



The Nuts & Bolts


Design



Build



Operate



Measure & Optimise



Case stud...
Alexander Mann Solutions
Multiple Service Options for Clients
Consulting

Options include:

Employer Branding

Assessmen...
Alexander Mann Solutions
True Global Coverage

Global Talent Management Solutions

Page 4
[Strictly Confidential]
Why AMS looked at offshoring?
Jobboard Management & optimisation
Increase Geographic Coverage

Scaleabilty

Role Segmentat...
AMS Offshore Today
Manila, Philippines
Founded 2006
153 staff

Cleveland, US
Founded 2012
35 Staff

Page 6
[Strictly Confi...
The Nuts & Bolts

Page 7
[Strictly Confidential]
Page 8
[Strictly Confidential]
Business Case – The Approach

6.
Communicate
and gain buy
in

5. Cost benefit
analysis

4. Assess the
risks

Page 9
[Stric...
Business Case
The AMS Data Checklist

Financial

Performance

Workforce
Plan

Staffing costs

Time to hire

Volumes

Other...
Design
Scope
Task Breakdown

Client

Page 12
[Strictly Confidential]
Organisation Structure with
Specialisation of Task

Page 13
[Strictly Confidential]
Build
Right People are Key!

 Cultural fit
 Language
skills

 Technical
skills and
experience

 Competency
Assessment

Page ...
Process Definition

Page 16
[Strictly Confidential]
Technology Enablement


ATS



Sourcing Technology



Other resourcing systems?

Page 17
[Strictly Confidential]
Infrastructure

Remote
Access
Data / Voice
Connectivity
Facilities

Page 18
[Strictly Confidential]
Training on the Solution

Page 19
[Strictly Confidential]
Cultural Training is Key
% Correct Answers on Australian Culture Prior to Training
The Australian Coat of Arms

Vegemite

...
Operations Manual & Templates

Page 21
[Strictly Confidential]
Brand Engagement

Page 22
[Strictly Confidential]
What Drives Offshore Team
Engagement with Employer Brands?
One-to-one briefing from a client's employer brand manager

See...
Operate
Performance Management

Page 25
[Strictly Confidential]
Team Engagement
My team
Career opportunities
Centre culture
Global culture
Client brands
Training
0

20

40

60

80

100

...
Measure and Optimise
Reporting

Page 28
[Strictly Confidential]
Continuous Improvement
Embed

Measure

Improve

Audit

Best
Practice

Page 29
[Strictly Confidential]

Benchmark
Some Examples of
Offshoring
Offshoring
One Size Doesn’t Fit All
Partial Process

Audience Specific

Full Process

Augmentation

Scope
Global recruitme...
To Summarise
The AMS Steps to Success
Step 1

Create a compelling business case

Step 2

Influence and secure stakeholder buy in

Step ...
Thank You
For further details please contact:
Tara.Knobel@alexmann.com
+61 (0)438 479469
Tara.Knobel@alexmann.com
www.alex...
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Australasian Talent Conference 2013 - The Nuts and Bolts of Offshoring

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Martin Cerullo presents at the 2013 Australasian Talent Conference in Sydney. Martin is Development MD at Alexander Mann Solutions and presented an explanation of Offshoring and how it can benefit Australian businesses. Find out more about the Australasian Talent Conference at www.atcevent.com

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  • Last year witnessed our biggest ever growth in APAC and specifically Australia
  • 2 hours per month per employee
  • Circa 90% have deep understanding of their client’s employer brand
  • Australasian Talent Conference 2013 - The Nuts and Bolts of Offshoring

    1. 1. The Nuts & Bolts Offshoring All or Part of Your Recruitment Function Martin Cerullo MD-Development, APAC 29 May 2013 Strictly Confidential © This information is the property of ATC Events and may not be reproduced or used without attribution
    2. 2. Agenda  An Introduction to AMS  The Nuts & Bolts  Design  Build  Operate  Measure & Optimise  Case studies  A checklist  Q&A Page 2 [Strictly Confidential]
    3. 3. Alexander Mann Solutions Multiple Service Options for Clients Consulting Options include:  Employer Branding  Assessment Consulting  Workforce Planning, Outplacement & Transitions  Operations & Technology Consulting  Sourcing Intelligence Page 3 [Strictly Confidential] Project Support Options include:  Resourcing Augmentation  source cloud™  Project delivery Outsourcing Options include:  Business outcomes RPO: ‒ Executive & experienced hires including internal & career mobility ‒ Apprentice and graduate  Contingent workforce solutions  source cloud™
    4. 4. Alexander Mann Solutions True Global Coverage Global Talent Management Solutions Page 4 [Strictly Confidential]
    5. 5. Why AMS looked at offshoring? Jobboard Management & optimisation Increase Geographic Coverage Scaleabilty Role Segmentation & Specialisation Professional Social Networks Wage Arbitrage 24-5 Servicing Access to New Talent Pools Alumni networks >50% have a masters degree >75% speak more than 2 languages Page 5 [Strictly Confidential]
    6. 6. AMS Offshore Today Manila, Philippines Founded 2006 153 staff Cleveland, US Founded 2012 35 Staff Page 6 [Strictly Confidential] Bracknell, UK Founded 2002 160 staff Krakow, Poland Founded 2005 427 staff
    7. 7. The Nuts & Bolts Page 7 [Strictly Confidential]
    8. 8. Page 8 [Strictly Confidential]
    9. 9. Business Case – The Approach 6. Communicate and gain buy in 5. Cost benefit analysis 4. Assess the risks Page 9 [Strictly Confidential] 1. Link to a business priority 2. Involve the right people 3. Data talks Potential Outcomes  Decreased costs  Optimised flexibility and scalability  Increased efficiency  Expanded geographic and time coverage  Improved stakeholder experience  Right people, right jobs  Enhanced candidate experience
    10. 10. Business Case The AMS Data Checklist Financial Performance Workforce Plan Staffing costs Time to hire Volumes Other people costs Candidate experience Hiring categories Infrastructure costs Source effectiveness Timing External costs (supply chain) Process efficiency Skills Page 10 [Strictly Confidential]
    11. 11. Design
    12. 12. Scope Task Breakdown Client Page 12 [Strictly Confidential]
    13. 13. Organisation Structure with Specialisation of Task Page 13 [Strictly Confidential]
    14. 14. Build
    15. 15. Right People are Key!  Cultural fit  Language skills  Technical skills and experience  Competency Assessment Page 15 [Strictly Confidential]
    16. 16. Process Definition Page 16 [Strictly Confidential]
    17. 17. Technology Enablement  ATS  Sourcing Technology  Other resourcing systems? Page 17 [Strictly Confidential]
    18. 18. Infrastructure Remote Access Data / Voice Connectivity Facilities Page 18 [Strictly Confidential]
    19. 19. Training on the Solution Page 19 [Strictly Confidential]
    20. 20. Cultural Training is Key % Correct Answers on Australian Culture Prior to Training The Australian Coat of Arms Vegemite Neighbours & Home & Away The Ashes The Australian Anthem Page 20 [Strictly Confidential] 0% 10% 20% 30% 40% 50% Source: AMS Offshoring Survey May 2013 60% 70% 80% 90% 100%
    21. 21. Operations Manual & Templates Page 21 [Strictly Confidential]
    22. 22. Brand Engagement Page 22 [Strictly Confidential]
    23. 23. What Drives Offshore Team Engagement with Employer Brands? One-to-one briefing from a client's employer brand manager Seeing the employer brand in action Information on the intranet (client's or Knowledge Exchange) Online toolkit on the client's employer brand Web training Face to face training 0% Page 23 [Strictly Confidential] 10% 20% 30% Source: AMS Offshoring Survey May 2013 40% 50% 60% 70% 80% 90% 100%
    24. 24. Operate
    25. 25. Performance Management Page 25 [Strictly Confidential]
    26. 26. Team Engagement My team Career opportunities Centre culture Global culture Client brands Training 0 20 40 60 80 100 120 140 160 Source: AMS Offshoring Survey May 2013 Page 26 [Strictly Confidential] 180
    27. 27. Measure and Optimise
    28. 28. Reporting Page 28 [Strictly Confidential]
    29. 29. Continuous Improvement Embed Measure Improve Audit Best Practice Page 29 [Strictly Confidential] Benchmark
    30. 30. Some Examples of Offshoring
    31. 31. Offshoring One Size Doesn’t Fit All Partial Process Audience Specific Full Process Augmentation Scope Global recruitment process Administration Global, regional and local sourcing Recruitment analytics Scope APAC recruitment admin only including Req admin Interview scheduling Scope Sourcing for live requisitions Talent pooling Sourcing analytics Scope India campus recruitment process Response mgt Screening CBIs Helpdesk Reporting Offshore locations Manila Krakow Cleveland Offshore locations Manila Offshore locations Krakow Cleveland Offshore locations Manila Page 31 [Strictly Confidential]
    32. 32. To Summarise
    33. 33. The AMS Steps to Success Step 1 Create a compelling business case Step 2 Influence and secure stakeholder buy in Step 2 Design a relevant model, fit for needs Step 3 Build a structure, don’t throw a grenade Step 4 Operate as an integrated and engaged team Step 5 Listen, measure, review and optimise Page 33 [Strictly Confidential]
    34. 34. Thank You For further details please contact: Tara.Knobel@alexmann.com +61 (0)438 479469 Tara.Knobel@alexmann.com www.alexandermannsolutions.com Strictly Confidential

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