Leveraging Internal Mobility and Talent Networks
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Fireside Chat: Your next hire is right in front of you: leveraging internal mobility and talent networks Recruiters today have a variety of channels at their fingertips to hire talent. Sometimes this can be overwhelming. According to recent research "internal sources, such as employee referrals, inside hires, walk-ins and a company’s career site, produce almost twice the number of hires as external ones." Why not take a step back and look at the talent you currently have, and invest in them to grow your company? In this fireside chat session, hear how SAP structures its internal mobility programmes for different markets across APAC, and how Australia Post is preparing legacy employees for new roles within the company and beyond. Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN
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Leveraging Internal Mobility and Talent Networks
- 2. Katharine Coombes Head of Talent Acquisition, APAC LinkedIn Rebecca Houghton Head of Recruitment Australia Post Finuala Hattori VP, Talent Acquisition APJ SAP Asia Leveraging Internal Mobility and Talent Networks
- 4. Supporting Career Mobility For Our Award Employees Enablers accessible technology, internal policies & processes, communication, workforce planning 1st for Skills Job skills > career skills > life skills 1st for Careers Clarity > choice > support 1st for Jobs Priority > accessibility > visibility Measures of success Internal & overall mobility, Staff Engagement, Data driven decision making To put our people first we need to understand our workforce enhance our HR systems & processes to provide visibility of jobs & access to skills making it easier for people to manage their career
- 5. INSPIRING Results “I’m loving it – I never thought I’d be managing a store!” Paul Kemp, Post Office Manager Skills Job skills > career skills > life skills Careers Clarity > choice > support 2,830 participants last year experienced one or more of our programs Last 12 months we had: 6,880 Jobs filled 4,200 by internal applicants 61% or close to “ Amazing course!” “Love it!!” “Brilliant!” “Thanks Australia Post.” Jobs Priority > accessibility . visibility
- 6. Internal Mobility Journey People & Organization Strategy Growth Strategy SAP Cloud Transformation Licence to Recruit Change Management Executive Sponsorship Internal Talent Market Recruiter Certification LEAP Analytics
- 7. Leadership Excellence Acceleration Program - Model 100% Executive Sponsorship Develop your career path based on your self- awareness through career coaching to ensure advancement and acceleration. Achieve your career goals and position yourself for success. Develop relationships with key influencers, increase visibility, and pay it forward. Formal/informal learning on key leadership skills and behaviors. Career Development Planning Networking & Branding Mentoring & Sponsorship Know yourself – your mission, vision, values through assessments and rigorous self- reflection. Self Awareness Capability Building Inspire with Results 80% successful in moving to new role
Editor's Notes
- Intro Topic – very excited - running global mobility project for GSO Introductions- round of applause Move to questions…
- For the audiences benefit pls share a brief overview of your company – start with Finuala Rebecca – Tell us about you internal mobility journey and the challenges opportunities within PAUSE Rebecca – Please tell us about the results and any recommendations for the audience
- To give you a sense of our overarching challenges: Many of you will have heard about the reform that we now have permission to undertake, which means that most jobs will experience modernisation and some will be lost. You’ll also be across our simultaneous growth in the ecommerce marketplace which means our jobs become more customer-centric, more innovative, more competitive. This means we need to support the career needs of staff experiencing job decline and those experiencing job growth. Of course, at the same time we needed to support the business to implement the right resource solutions for declining and growing businesses. So we have to manage this balance actively and carefully. Many of you wont know as much about our workforce – we are a predominantly a blue collar business. More than 50% of our workforce is over 50 years old, on average holds a school leaver education and has little to no experience of job seeking either inside or outside Post, so naturally we concern ourselves with their future employability. Many of you, like me, are in this industry because we believe in the impact that the right career choice makes on individuals, on their personal confidence, wellbeing and wealth, and of course we recognise how this impacts the lives of those around them. So you, like me, are committed to the success of individual careers. In my case it’s become a large scale commitment so I will talk you through how we are travelling and what we’ve learned. In keeping with the track you’ve chosen to visit for this session, I hope that our story can inspire you to take action in your own space! Post People 1st is an integrated careers solution designed to help employees manage their careers more easily. It was launched in September 2013 and is a collaborative effort between Recruitment, L&D and the Transition team who manage redundancies. The infrastructure is designed to be used for both career development and for career change purposes, and it is organised around 3 strategic pillars. The Jobs stream is in essence an internal recruitment function - committed to providing access to and visibility of all Post Jobs, and ensuring that our staff get priority consideration for any vacancy; a clear advantage over external applications. Just to move to online applications was not as easy as it sounds – only 1/3 of our staff have an Auspost email address, so communication 1o1 was tough. We have leaned heavily on our managers, print media and the consumer website to market jobs to our internal labour market. The Skills stream is ever-evolving, and has already developed over 2,000 learning opportunities clustered around Job skills that support staff to enhance their CV and day to day work, Career skills that help them identify and pursue their next career move, and Life skills which help staff manage change, their finances and their wellbeing more easily while they think about a career change. All these solutions are available remotely, online 24/7 and are free to our staff. One of our great challenges in delivering skills solutions is the breadth of our footprint and our need to balance what we ask staff to learn versus what we provide for them to take up of their own accord. To this end we have an in-step approach with L&D to convert their most successful traditional learning experiences into an online module to maximise reach and uptake. The Careers stream is a career coaching service designed to help staff explore their options in a universal way, not just restricted to Australia Post. Coaches help staff explore what’s right for their lifestyle needs, what will give them the greatest personal satisfaction and what they are most likely to get. They are equipped to discuss a range of career paths including jobs at Post, jobs outside Post, retirement, self employment, going back to school or retraining. Our greatest challenge in the coaching space is helping people understand what a coach actually does – the ‘I’m not broke don’t fix me’ v ‘even Tiger Woods uses a coach’ analogy. Around 30% of people we come into contact with apply to speak to a coach, and around 30% of those drop off before that conversation because they found what they were looking for in the online collateral. Which is just as well because we only have 5 coaches and 36,000 staff; and seriously, we want to provide tools that enable our staff to manage their careers and not rely on a coach to do it. Our next steps are around maturing and expanding what we have – We will expand the internal job market to include Startrack and our other subsidiaries – to maximise the internal career opportunities for staff right across the Post Group. We will upgrade our website to a bespoke careers platform that will bring an interactive Post People 1st experience to the mobile device of all 36,000 staff members. We will introduce learning solutions that support our people to fundamentally change their skills mix which will enable them to move from one career path to another as a result.
- The results have amazed us, but we have a long way still to go Our internal fill rate has gone up from 30% pre launch to an average of 61% in the last 12 months. Almost 3,000 staff engaged with a Post People 1st Skills solution in the last year, and we have still to launch the Job Ready programs which will provide a package of work experience, training and qualifications that will lead to a job in the high demand areas of transport, retail and contact centres. Our coaches have spoken to almost 1,000 staff since they launched in late 2014 and have experienced a 30% uptake rate in 4 months a surprisingly strong result for a relatively unknown service offering. I’d like to challenge anyone with a sizeable internal labour market to consider implementing a solution like this. I would like to think that I have impressed upon you that this solution is fit for purpose in both growth and decline cycles, and that it meets the needs of engagement and retention as well as it does downsizing and risk management. You might be worried about cost; and I would like to remove that from the equation – our initial set up was done without incurring much cost at all: We built our internal team using external recruitment headcount, and the business did follow them, my recruitment centre remains 30% smaller than it was pre-launch. We leveraged a lot of excellent government resources in the learning and career coaching space Until our new mobile platform goes live in September we will have done 100% of this on our existing recruitment system with virtually no investment. So if I have persuaded you or inspired you, what would be my key recommendations? Executive buy in will accelerate your success – leverage career engagement, employer brand, time to hire, recruitment costs and churn rates in your business case. Package this up so that it makes sense – if used for both growth and decline it is a complex strategy, and communicating it to your workforce and your stakeholders in a way that keeps it simple and concise is worth investing in. Collaborate – I would be surprised if anyone’s HR team has a function that can design, implement and manage all of this – and if you have you’re probably one step ahead of this strategy anyway – so harness the collective power of your change, learning and resourcing functions to make this happen – you won’t look back.
- FOCUS on internal talent started 2 years ago PEOPE and Organizational Strategy LICENSE to recruit CHANGE Management POACHING TIME to release EDUCATION of internal talent INTERNAL only roles LEAP
- RESULTS – trending in the right direction EXEC Sponsorship and CHANGE Management REPORTING and Tracking BUY IN from Recruiters