#FIRMday 15 May 2014 Cornerstone Fidessa 'Talent and Internal Capability' the fidessa journey

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Kevin Keegan, Recruitment Manager and Nick Halder L&D Manager at Fidessa in conjunction with Cornerstone OnDemand "Talent Pipeline & Internal Capability”. Why a strategy for identifying internal talent is key to building capability within an organisation

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#FIRMday 15 May 2014 Cornerstone Fidessa 'Talent and Internal Capability' the fidessa journey

  1. 1. © 2013 Fidessa group plc Talent & Internal Capability The Fidessa Journey Kevin Keegan – Recruitment Manager Nick Halder – L&D Manager 15th May 2014
  2. 2. Fidessa Agenda  Who we are  What we are talking about  Who are Fidessa  Internal talent  Our approach  Next steps  Questions 1
  3. 3. Fidessa Who are we?  Kevin Keegan – Recruitment Manager  Six years in-house recruitment experience  Seven years in contingency recruitment  Seven years non-recruitment working in financial services  LinkedIn Profile  Nick Halder (FBILD) - Learning & Development Manager  Fourteen years Learning & Development  Seven years with Fidessa  Extensive experience in the FS IT software industry  LinkedIn Profile 2
  4. 4. Fidessa Bersin by Deloitte Research Back in 1997, McKinsey coined the phrase, “war for talent2.” Today, one could argue that the war is over and “the talent won.” While unemployment remains high among many groups, highly skilled workers are in great demand, making it critical for organizations to become a “talent magnet” and creating a steady pipeline of top people. This attraction should reach both outward and inward. Externally, organizations need to focus on building and communicating a strong and relevant employment brand, and treating every employee as a brand ambassador. Source: Bersin by Deloitte, Deloitte Consulting LLP. Building A Strong Talent Pipeline for The Global Economic Recovery -Time for Innovative and Integrated Talent and HR Strategies 3
  5. 5. Fidessa 4 Who are Fidessa?  Pedigree - Market leader with benchmark products & services for both the buy-side & sell-side  Experienced - Delivering leading-edge systems for 30 years, used by 85% of tier-one institutions - $13 trillion worth of transactions flow across our global network each year  Scale - Global presence & broad client base: major banks & asset managers to niche brokers & hedge funds 1,700 staff, 950 clients, 27,000 users  Established - Listed on LSE (FDSA), FTSE 250 member, around £270m turnover, around 30% compound growth since listing
  6. 6. Fidessa Continued… 5 Fidessa’s Vision: is about making it is easier to buy, sell and own tradable assets of all types on a global basis Fidessa’s Culture • Technology orientated • Passionate and proud of what we do • Belief in quality and attention to detail • Co-operative team based approach (same today as in 1981) Fidessa’s Values: • Teamwork & Collaboration • Service • Commitment & Dedication • Excellence • Innovation Fidessa’s Mission: is to “take cost out of the system” by using technology to make the process easier, quicker and cheaper
  7. 7. Fidessa 6 Talent & Internal Capability – Our Approach • Global initiative – initial role out in the UK • Business buy in – the benefits are for them • Rationalisation – 1,700 staff but 2,200 job titles on our system, target <100 • Career Framework built • Appraisal and performance management defined and implemented • Personal development and progression opportunities defined through career framework • New Applicant Tracking System currently being implemented – directly links into L&D module Recruitment Learning & Development Performance Management
  8. 8. Fidessa Identifying Talent 7 Whole of market Searchable candidates Business qualified Manager qualified Internal Talent
  9. 9. Fidessa 8 Our Progress Recruitment Implementation - now Learning & Development Implemented 2010 Performance Management Implemented 2011 Talent Pipeline Internal & External Implementation 2014 Succession Planning Implementation 2015 Career Framework - Implemented 2011 Job Rationalisation - 2014
  10. 10. Fidessa Career – “cradle to grave” On-going seamless cycle Measured Training Performance Management Continual Development Career Progression Internal Opportunities Final Model 9
  11. 11. Fidessa 10 Career Framework – Why? • Initial driver – employee engagement survey 2010 • No route for progression & not senior opportunities available • Required a Technical Framework as progression route seen only as Management • Multi-stream model – Fidessa relevant • Discussions with 80 staff members – “what does great look like?” • Distilled framework validated globally – rolled out 2011/12 Benefits • Progression route for internal talent • Transparency of skills and competencies – visible to all • Global consistency – offering mobility • Fed into L&D – performance review change & L&D aligned to competencies
  12. 12. Fidessa 11 Fidessa Career Framework
  13. 13. Fidessa 12 How do we manage this? CV Parsing Applicant Management Configurable Workflow & Requisition Management Enhanced employer branding & improved candidate experience Social Network Integration Employee Referral Engine Collaborative Reviews, Ratings & Rankings Build Talent Pools of Internal & External Candidates Assign Training & Assessments Build Universal Profiles Integration with external systems
  14. 14. Fidessa 13 Talent Pools
  15. 15. Fidessa 14 Universal Profile – Fidessa “LinkedIn”
  16. 16. Fidessa 15 Talent Pools “PUSH” • HR Managers, Recruitment, L&D & Managers work together • Identify & encourage staff through performance reviews & career discussions • Clarity over requirements – competencies & skills • Ability to assign development plans – training courses etc. • Contact Talent Pool to alert opportunities
  17. 17. Fidessa 16 How do we manage this? – Defined Paths
  18. 18. Fidessa 17 Defined Paths “PULL” • Clear career ‘pathing’ for all roles globally • Individuals can lead their own career path • Job notifications can be set up to highlight opportunities • Pool of “Silver Coaches” of internal staff to support development
  19. 19. Fidessa Talent pooling internal & external Succession planning Global roll out Global talent management 18 Next steps on the journey
  20. 20. Fidessa 19 Conclusion Seeking to build strongest talent pool of both internal and external individuals Working collaboratively across the business to identify and develop internal staff Improved communication lines and processes for our talent pools Global mobility opportunities with defined skills and competencies
  21. 21. Fidessa 20 Questions? Questions?

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