Teaching an Old Dog New TricksCreating Talent Management Efficiency andEffectiveness at a Large OrganizationERE Conference...
Agenda►   Experienced/executive recruiting – going from    good to great►   Campus recruiting – world class go to market  ...
Experienced Recruiting
Transforming experienced recruiting►   Objective    ►    Evaluate existing model against current and future business      ...
What we heardStrengths:                              Opportunities:►   High quality people in recruiting   ►   Recruiters ...
What we heard - summaryWe’re high performing….......How do we become world-class?Page 6
2010 Vision: working in concert to becomeworld-class                       Focus on fewer things                          ...
Overview of experienced recruiting transformationBusiness case for the transformation           Transformation levers     ...
In house sourcing teams►   Dedicated team aligned by service line and geography►   Focused solely on finding and qualifyin...
Campus Recruiting
Campus Go-to-market strategy►   Determining your target sources►   Treat recruiting as an account►   Diversity recruitment...
Client Service Model (CSM): business case►   The CSM accomplishes the    following:    ►     Clarifies and simplifies how ...
Client Service Model:Select Roles and responsibilitiesThe Client Service Model teams recruiters with client serviceprofess...
Nuance: One Team Approach►   Global inclusiveness    ► Students backgrounds,        experiences, and interests    ► Specif...
Social Media – the long journey
The business case:Compelling needs to change►   Need to address stereotypes    ►     “All Big 4 are the same”    ►     Acc...
Risks to overcome►   Legal    ►     Privacy    ►     Messaging by EY employees►   Brand    ►     Loss of control    ►     ...
One small step for Ernst & Young….►   Conducted design session April 2006 (game-changer)    ►     Included all levels from...
You have OPTIONS!►   Facebook►   Twitter►   Linked In►   Pinterest►   InstagramYou don’t need to be SO social….►   Website...
Results►   Fans and followers►   External press accolades for being first-mover …STILL►   Well-received by candidates    ►...
PR and Marketing Strategy points►   PR executive assigned to recruiting►   Press releases►   Industry associations    ►   ...
My favorite recruiting quote…   “No one ever saved their    way to market leadership.”                - Anonymous EY manag...
QuestionsPage 23
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Reengineer Your Talent Acquisition Function for Better, Faster, More Cost Effective Recruiting (Dan Black and Larry Nash)

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Presentation from ERE Recruiting Conference 2013 by Dan Black and Larry Nash

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  • ProcessWorked with Hewitt AssociatesFamiliar with usWorked with companies on recruiting transformationsInterviewed business leaders and experienced recruiting subject matter expertsBU leaders, SL leaders and People leadersRecruiting leaders, LAR’s, recruiters, sourcing analysts, RCs, SSCBenchmarked Professional ServicesInterviewed Directors of Experienced RecruitingConducted experienced recruiting workshops with recruiting leaders
  • Reengineer Your Talent Acquisition Function for Better, Faster, More Cost Effective Recruiting (Dan Black and Larry Nash)

    1. 1. Teaching an Old Dog New TricksCreating Talent Management Efficiency andEffectiveness at a Large OrganizationERE Conference, April 2013
    2. 2. Agenda► Experienced/executive recruiting – going from good to great► Campus recruiting – world class go to market approachPage 2
    3. 3. Experienced Recruiting
    4. 4. Transforming experienced recruiting► Objective ► Evaluate existing model against current and future business needs ► Explore opportunities to increase value and improve productivity ► Listen to clients and experienced recruiting team ► Understand competition ► Consider economic changes – how do we position recruiting function to achieve greater success as needs increasePage 4
    5. 5. What we heardStrengths: Opportunities:► High quality people in recruiting ► Recruiters asked to do everything –► Strong knowledge of business can be overwhelming► Great commitment and ► Need more focus accessibility ► Would like a continuous pipeline of► High credibility with business talent with a focus on passive and leaders diverse candidates► Quality of candidates is high ► Too many layers of management► Quality of candidate handling is ► Balance of geography and service high line focus► Very few “recruiting mistakes” on ► Slow to adjust resources when needs candidates increase beyond capacity► High quality executive recruiters ► Differing processes across service lines ► Lack of standardization creates cost inefficiencies ► More proactive workforce planningPage 5
    6. 6. What we heard - summaryWe’re high performing….......How do we become world-class?Page 6
    7. 7. 2010 Vision: working in concert to becomeworld-class Focus on fewer things and go deep Increase Be more agile, nimble integration and responsive to across service business needs lines Develop a continuous Alignment to the pipeline of passive and diverse talent business strategy and markets Role clarity to avoid duplication of responsibilities Consistently use measurement, technology and processes to increase efficiencyPage 7
    8. 8. Overview of experienced recruiting transformationBusiness case for the transformation Transformation levers Business outcomes Role Specialization • Positions Alignment to the business strategy Focus on the critical few and go filled more and markets deep quickly • Improved Agility to respond to critical business Recruiting Leader Role productivity priorities and/or increased hiring needs Increased business partnering • Managing focused Executive recruiting teams Clarity in roles to avoid duplication of Centralization responsibilities and streamline activities Focus and Leverage • Continuous pipeline focus Candidate Development Strengthen our ability to identify, attract and close high-performing Centralization • Increased Invest to ensure continuous passive candidates and build pipeline pipeline of candidates connection development with passive candidates Centralization of transactional • Consistent, Efficiency in delivering services and responsibilities efficient staffing the function Operational Efficiency processesPage 8
    9. 9. In house sourcing teams► Dedicated team aligned by service line and geography► Focused solely on finding and qualifying candidates at all levels above entry level► Passive candidate focus ► Referrals ► Networking events ► LinkedIn► Benefits ► Lower cost per hires – significant search firm savings ► Less time to fill ► Own research/develop mapping of competitors/real time market intelligencePage 9
    10. 10. Campus Recruiting
    11. 11. Campus Go-to-market strategy► Determining your target sources► Treat recruiting as an account► Diversity recruitment► How will you address “other” constituents► Early ID► Engaging the appropriate branding supportPage 11
    12. 12. Client Service Model (CSM): business case► The CSM accomplishes the following: ► Clarifies and simplifies how recruiters and client service professionals work together ► Delivers consistent firm messaging and branding across organizational silos ► Reinforces culture by building and developing relationships and energizing our people ► Enables candidates to develop relationships with future colleagues ► Gives candidates insight into the type of work they will be doingPage 12
    13. 13. Client Service Model:Select Roles and responsibilitiesThe Client Service Model teams recruiters with client serviceprofessionals to build relationships. Role Responsibilities Campus coordinating ► Develops university relationship plan and co-develops recruiting strategy with CR partner (CP) ► Manages relationship succession ► Maintains and cultivates key faculty relationships Campus recruiting school ► Campus recruiter and lead contact for recruits lead (CR) ► Champions sourcing strategies and co-develops recruiting plan with CP Coordinating campus ► Partner/senior manager with significant knowledge of the firm team lead ► Provides direction to the campus team ► Participates actively in recruiting events Service line team lead ► Partner/senior manager/manager with significant knowledge of his or her service line ► Aligns with faculty member who leads functional area associated with service line Inclusiveness champion ► Senior manager or manager ► Supports diversity recruiting planning and execution ► Builds relationships with university’s diversity manager or office Campus ambassador ► Former Intern who has accepted offer to join EY after they graduate (CA) ► Serve as an information resource on campus ► Acts as liaison between EY and Campus ► Participate in EY activitiesPage 13
    14. 14. Nuance: One Team Approach► Global inclusiveness ► Students backgrounds, experiences, and interests ► Specific global recruiting strategies ► Americas recruiting strategy► Location ► Promoting mobility ► Students’ interests► Hiring numbers ► Timeline of hiring process ► Last minute resource needsPage 14
    15. 15. Social Media – the long journey
    16. 16. The business case:Compelling needs to change► Need to address stereotypes ► “All Big 4 are the same” ► Accountants are ________________ (fill in the blank) ► The profession is the same as it was 100 years ago ► Ernst & Young is conservative, not cutting edge► Need to more effectively engage students ► Occupy a small portion of their space ► Present information how they want it, when they want it ► Be specific in targeting messages: by major, school, year ► Let them define the content to ensure its relevancePage 16
    17. 17. Risks to overcome► Legal ► Privacy ► Messaging by EY employees► Brand ► Loss of control ► Underutilization of traditional media► Student backlash ► Social network is for socializing ► Inconsistency in responsesPage 17
    18. 18. One small step for Ernst & Young….► Conducted design session April 2006 (game-changer) ► Included all levels from Staff to Vice-Chairs, representing all service lines ► Determined the need to be #1 on campus ► Branding was a primary target for change ► Confirmed Gen Y demanded different modes of communications► Consulted with youth marketing agency ► New media options presented ► Facebook ► News aggregator ► Blogs ► Campus event sponsorships ► Text messagingPage 18
    19. 19. You have OPTIONS!► Facebook► Twitter► Linked In► Pinterest► InstagramYou don’t need to be SO social….► Website … M&M: microsites and mobile► Other student destinationsPage 19
    20. 20. Results► Fans and followers► External press accolades for being first-mover …STILL► Well-received by candidates ► Continued growth in followers/likes ► Engagement via posts ► Relevant venue► Click-thru rates to ey.com and other links► Brand recognitionPage 20
    21. 21. PR and Marketing Strategy points► PR executive assigned to recruiting► Press releases► Industry associations ► Leadership roles ► Learning opportunities for the team► Leadership talking points ► Make sure talent management is on the agenda► If there is an award to be won… apply, apply, apply…Page 21
    22. 22. My favorite recruiting quote… “No one ever saved their way to market leadership.” - Anonymous EY managerPage 22
    23. 23. QuestionsPage 23

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