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The Mars Talent
Acquisition Story
Emma Mirrington
February 14th 2010
The Approach..
•
•
•
•
•

Evaluate
Plan
Implement
Engage
Measure
Evaluate
•
•
•
•
•
•
•

Current situation (internal/external)
Stakeholder/ HR perspectives
Identify recruitment hotspots (...
Plan
• Alignment to Mars Chocolate business strategy
- What business issues are we trying to solve?
• Phased approach:
– F...
Implement
•
•
•
•
•

Phased approach
Quick wins
Case studies
Identify ‘fans’ within the business
Business as usual
Engage
Building a Culture of Talent Acquisition
•

•
•
•
•

Encouraging employees to think in terms of talent
rather than ...
Measuring success
Key Kpis:
•
•
•
•
•
•
•

Time to fill
Cost per hire
Employer of choice
Top sourcing channels
Offer accep...
Evaluation
Evaluation…

•
•
•
•
•
•
•
•

High Recruitment Volumes
High CPH/ TTH
Complexity of the Challenge
Business perception
Team ...
External Benchmarking - Average annual cost
per hire

57% have an average cost per hire of under £2501
Mars UK Chocolate a...
External Benchmarking - Average time to hire

50% say that their average time to hire is 4 – 8 weeks
Mars Choc UK average ...
Plan
Talent Acquisition Partnership Model
Need to get the bottom of the
pyramid right first

Advice
Partnership
Consistency

Ac...
Talent Acquisition Objectives
•
•
•
•
•
•
•

Create internal capability of talent acquisition
Meet current and future busi...
Rationale for Change – Our Ambition
From…..
Having a lack of external awareness
that we are an employer of choice.
Taking ...
Talent Acquisition – Roles & Responsibilities
Head of Talent
•

•

•

•

•
•

Work in partnership with the
management team...
Phase One

Phase Two

Establishing the
Phase One
Talent Acquisition
Framework

Building the
Phase Two
Talent Pipeline

Thr...
Implement
Talent Acquisition Framework
Phase One
Establishing the
framework

Phase Two
Building the Talent Pipeline

Phase Three
Tal...
Evaluate
Measuring Success

15%

5%

47%

Direct

77% of our roles
were filled
directly in 2012

Agency
33%

Temp to Perm
Referral
...
All going swimmingly
Or so I thought…..
What do you need to
deliver a strategy?
2012 engagement
survey results
The car park moment

You can choose how to react to this
Emma….
Leveraging the HPC model
• Inspire Purpose (the why)
• Crystallise Intent (the what and when)
• Cultivate Collaboration (t...
Today
• Good team engagement
•Delivered 60% reduction in cost
•UK used as case study globally
•Award winning employer bran...
Learnings
• Bring your team with you
• The HPC model
• Be authentic
• Stakeholder engagement early on
• I don’t have to do...
Thank you
Any questions?
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#Fir mday 15th nov 2013 emma mirrington mar chocolate the mars talent acquisition story

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#Fir mday 15th nov 2013 emma mirrington mar chocolate the mars talent acquisition story

  1. 1. The Mars Talent Acquisition Story Emma Mirrington
  2. 2. February 14th 2010
  3. 3. The Approach.. • • • • • Evaluate Plan Implement Engage Measure
  4. 4. Evaluate • • • • • • • Current situation (internal/external) Stakeholder/ HR perspectives Identify recruitment hotspots (SC/R&D/ Sales?) Business priorities Listen (web chatter) Build contacts (Brand/CSR/ Global team) Competitor analysis
  5. 5. Plan • Alignment to Mars Chocolate business strategy - What business issues are we trying to solve? • Phased approach: – Fixing the basics/ troubleshooting hotspots – Establishing the framework/ Building the pipeline – On-going talent relationship mgt. • Future fit the talent strategy
  6. 6. Implement • • • • • Phased approach Quick wins Case studies Identify ‘fans’ within the business Business as usual
  7. 7. Engage Building a Culture of Talent Acquisition • • • • • Encouraging employees to think in terms of talent rather than recruitment. Increase employee awareness about Mars’ Talent needs and its value proposition Provide employees with the tools and support needed for them to leverage their networks effectively Enlist the line as Talent Ambassadors X functional relationships (CSR/ Brand)
  8. 8. Measuring success Key Kpis: • • • • • • • Time to fill Cost per hire Employer of choice Top sourcing channels Offer acceptance rates Retention Employee engagement
  9. 9. Evaluation
  10. 10. Evaluation… • • • • • • • • High Recruitment Volumes High CPH/ TTH Complexity of the Challenge Business perception Team Impact Team capability Tools Decentralised budget • • • • • Great team Good business awareness Strong selection process Line Mgt capability Good relationships with wider HR team
  11. 11. External Benchmarking - Average annual cost per hire 57% have an average cost per hire of under £2501 Mars UK Chocolate average cost per hire is £5089 * Source – The FIRM member survey 2011/2012
  12. 12. External Benchmarking - Average time to hire 50% say that their average time to hire is 4 – 8 weeks Mars Choc UK average time to hire is currently 58 days * Source – The FIRM member survey 2011/2012
  13. 13. Plan
  14. 14. Talent Acquisition Partnership Model Need to get the bottom of the pyramid right first Advice Partnership Consistency Accuracy Availability
  15. 15. Talent Acquisition Objectives • • • • • • • Create internal capability of talent acquisition Meet current and future business needs through proactive sourcing of great talent Ensure we have the best talent to drive the business forward Build up key market knowledge of who and where talent is – internally and externally Pipeline external talent for mission critical roles to complement our internal ‘build’ pipeline Develop Mars’s employer reputation and brand through sharing our special story Engaging and creating advocacy with our resourcing partners and current associates
  16. 16. Rationale for Change – Our Ambition From….. Having a lack of external awareness that we are an employer of choice. Taking a predominantly short term, reactive and traditional approach to sourcing our talent. Relying heavily on our agency suppliers rather than build our own capability to engage and source talent directly Average cost per hire is 50% greater than that of the external market To…. Being a known employer of choice that proactively sources, attracts and engages directly with the best external talent Having an engaged external talent pool and pipeline of suitable candidates Delivering a world class candidate experience Having diverse and effective sources of attracting and sourcing talent
  17. 17. Talent Acquisition – Roles & Responsibilities Head of Talent • • • • • • Work in partnership with the management team to build and execute the talent agenda for next 3-5 yrs leading the diagnosis and identification of Build and Buy requirements for the category. • • • • Defining & shaping the external resourcing strategy for the Category • • Leading key strategic L&D initiatives mandated by the management teams that support the build elements of the strategy. • Run senior management recruitments Build capability of the UK talent team Talent Resourcer Talent Acquisition Manager • • • Work in partnership with CPMs to deliver against Demand Plans Build attraction strategy for each business area Maximise the use of referral programmes, alumni networks Measure performance of each channel Stakeholder mgt. For client group Coordination of Recruitment Campaigns Creative Approach to Recruitment solutions Network internally and externally to engage potential talent Work with team to deliver required cost savings Lead the development and deployment of Non Manager L&D initiatives • • • • • • • • • Focus on sourcing and engaging direct talent Candidate management and engagement Short listing and Interviewing Sourcing passive and proactive candidates for live roles Liaison with all parties on specific vacancies Offer creative solutions to sourcing talent Developing proactive database of potential high calibre talent Source candidates directly Use alternative channels to find the best candidates
  18. 18. Phase One Phase Two Establishing the Phase One Talent Acquisition Framework Building the Phase Two Talent Pipeline Three Year Change programme Phase Three Phase Talent Relationship Three Management
  19. 19. Implement
  20. 20. Talent Acquisition Framework Phase One Establishing the framework Phase Two Building the Talent Pipeline Phase Three Talent Relationship Management Strategy Basic TA strategy with clear road map in place Well defined TA strategy aligned to business strategy. Full stakeholder engagement TA strategy seamlessly integrated to business strategy which is informed by talent insights Ownership & Capability Formal TA responsibilities defined. Capability gaps identified Roles & responsibilities embedded & team working efficiently & effectively Highly skilled , experienced TA team. Clear accountabilities & ongoing focus on development Infrastructure Basic systems, processes and policies defined & implemented Systems, policies & processes agreed, monitored & supported Full suite of efficient, effective & integrated systems & processes designed to optimise candidate experience Workforce Planning Basic operational resource plans identified < 6 months Clarity around talent mix required. Operational workforce planning Organisational risk management Strategic workforce planning EVP & Employer Brand EVP and EB communication architecture developed EB implemented at every touch point Leading employer of choice with flexible EVP to meet evolving org & talent needs Attraction & Sourcing Approach to sourcing defined, Referral scheme in place. 3rd party partners engaged Approach to pro-active sourcing & talent pools developed. Direct sourcing accounts for > 70% hires. Advanced referral programmes. Use of social media Mature, diverse, well managed talent pools & pro-active, innovative talent sourcing strategies in place. Assessment & Selection Consistent selection approach in place. Clear competence framework for selection Well developed assessment & selection programme with suite of tools available Clear relevance & alignment of selection process to role. Use of innovative selection approaches to enhance candidate experience On boarding Basic onboarding process and procedures in place Structured onboarding programme in place with differentiation by level/ function Superior candidate preboarding & onboarding programme delivering an enhanced candidate experience Vendor Management Preferred suppliers identified & engaged Partnership arrangements with key providers. Competitive rates negotiated with SLA’s defined & formal review processes Flexible & effective vendor mgt strategy including in sourced & outsourced solutions
  21. 21. Evaluate
  22. 22. Measuring Success 15% 5% 47% Direct 77% of our roles were filled directly in 2012 Agency 33% Temp to Perm Referral 2011 Average CPH - £5089 Average TTH – 75 days 2012 Average CPH - £3,648 Average TTH – 66 days
  23. 23. All going swimmingly Or so I thought…..
  24. 24. What do you need to deliver a strategy?
  25. 25. 2012 engagement survey results
  26. 26. The car park moment You can choose how to react to this Emma….
  27. 27. Leveraging the HPC model • Inspire Purpose (the why) • Crystallise Intent (the what and when) • Cultivate Collaboration (the how) • Clarify Context • Sustain and renew
  28. 28. Today • Good team engagement •Delivered 60% reduction in cost •UK used as case study globally •Award winning employer brand •Innovation at the heart of what we do
  29. 29. Learnings • Bring your team with you • The HPC model • Be authentic • Stakeholder engagement early on • I don’t have to do it all myself • The power of my network
  30. 30. Thank you Any questions?

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