LinkedIn Talent Connect Europe 2012: Moving to a Direct Sourcing Model by Dell & RBS

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This was an interactive session where the audience heard a business case from Marie Moynihan of Dell and Rachel Bowman of RBS on creating and running a successful direct sourcing function followed by an open discussion between panellists and audience members. In this session audience members were able to brainstorm solutions to challenges they face in their business today.

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LinkedIn Talent Connect Europe 2012: Moving to a Direct Sourcing Model by Dell & RBS

  1. 1. Moving to a Direct Sourcing ModelMarie MoynihanVice President Global Talent Acquisition at DellRachel BowmanHead of Resourcing at Royal Bank of Scotland Group
  2. 2. Dell today Our purpose Our customers Serving millions of people in Delivering technology solutions that enable people 180 countries everywhere to grow and thrive +  95% of global Fortune 500 companies +  10 million small Our people businesses +  400,000 classrooms More than 107,000 team members across the globe More than 15,500 team members on 30+ sites in EMEA +  Every G20 government +  200,000 physicians +  75,000 channel partners Our FY12 financial results +  60,000 retail locations $62.1 billion total revenue +  120,000+ Dell systems shipped each day 30% of revenue and 46% of gross margin generated by Enterprise Solutions & Services2 TALENT CONNECT 2012
  3. 3. The Case for Change in TA3 Confidential 31/10/2012 TALENT CONNECT 2012
  4. 4. Internal External Global Org Social media Cost Higher TalentPressure skill sets Self driven want to know us Passive Brand Candidates Networked Authentic Confidential TALENT CONNECT 2012 4
  5. 5. Talent Acquisition – Globally Organised GTA Global Leader: Marie Moynihan EMEA APJAmericas India Global COE Global UR Global M &A TALENT CONNECT 2012
  6. 6. Defining the Value Proposition6 Confidential 31/10/2012 TALENT CONNECT 2012
  7. 7. Aligning Our Message (Employee Value Proposition) Collaborative Relationships Career & Development Benefits & Opportunities Rewards Great Place to Our community Work & life Diverse & balance Inclusive culture Entrepreneurial & Innovative spirit TALENT CONNECT 2012
  8. 8. What Attracts Candidates to Dell? Based on what they tell us…..top reasons are: Career Opportunities Stability The job is compelling, Dell has solid strategy interesting and will and will be around for challenge me awhileDevelopment New hire TechnologyDell is able to develop feedback Dell is viewed as a& grow my career over 2012 leader in theirtime technology Compensation Respect and Recognition Dell has an attractive C&B Dell provides me with program information, flexibility, feedback and recognition TALENT CONNECT 2012
  9. 9. Outreach andAttraction TALENT CONNECT 2012
  10. 10. Online Improvements Goal: To meet and exceed our candidates expectations of a truly positive and informative online experienceCareers Website Search Engine Optimizationwww.dell.com/careers Jobs.dell.com•  Fewer clicks to get to jobs •  Job searching quick & efficient •  Attracts candidates directly from web searching•  Updated content with rich EVP copy & “storytron” (including those not using Dell as a keyword)•  Actual team members featured – relevant & real •  Job Alert capability•  Multimedia – can be shared, retweeted, etc. •  1.5 million visits annually!•  Info-graphics •  Robust social media capability including LinkedIn ‘jobs you may be interested in’ TALENT CONNECT 2012
  11. 11. Direct Sourcing InvestmentsInvested in sourcing experts in Heavily invested in LinkedIN as aevery Dell region core sourcing tool •  Recruiters have search agency •  200+ core licenses give us ability backgrounds to target key skillsets and •  Focus on hard-to-fill and strategic networks across the globe positions •  Strong use of Dell’s 85,000 •  Utilize new CRM tool (Avature) to members to build pipelines track contacts, conversations and •  Tracking of talent inflows and follow up actions outflows vs. competitorsContinued focus and improvements to Employee Referral Program •  Our #1 source of hire is our team member referrals/networks •  30-40% of hires each year are direct referrals •  Upgraded and updated referral grid for global consistency and ease •  Investing in improved social media capability to improve usage TALENT CONNECT 2012
  12. 12. Tracking our progress –Reporting Portal(Weekly/monthly progress) TALENT CONNECT 2012
  13. 13. Results to date13 Confidential 31/10/2012 TALENT CONNECT 2012
  14. 14. Key Results – shifting from external costs to moreefficient internal sourcing External Hires Outside Agency Spend – Non Executive3000025000 7141 28% IG+20000 9995 42% IG+15000 IG + hires10000 18362 Up to IG 13801 5000 0 FY11 FY12•  25,000 external hires per year•  Increasing complexity•  13,000 internal fills per year Significant reduction in use•  38,000 total requisitions filled each year! and costs of outside agencies•  Days to fill = 48 average over past 18 months TALENT CONNECT 2012
  15. 15. Success Indicators in the MarketplaceNew Applications Online Traffic Search EngineDell receives approximately Total online reach has Optimisation50,000 new applications more than doubled since Since launching jobs.dell.comeach month Q1 FY12. In Q2 FY13 in March 2011, the site has alone online reach received almost three exceeded 1.6 million million visits. Over 160,000 visitors. of those visits are a result of searches on the web where Dell was not a keyword.Referrals Facebook LinkedIn15,000 – 25,000 active With 4 Careers Facebook Over 2,000 hires directlyreferrals are in our pages supporting our impacted by LinkedIn sinceApplicant Tracking system regions and UR and over Q1FY12at any given moment 110,000 followers, DellOver 30% of our external has one of the greatest Over 80,000 clicks onto thehires come Careers Facebook LinkedIn Career page in lastfrom referrals followings in the industry 12 months TALENT CONNECT 2012
  16. 16. In Summary  Direct sourcing provides many advantages   a deeper understanding of the business   a more compelling sale   on going IP   a better hiring manager/candidate experience   a better value solution at scale  It requires   strong investment in tools including Social media   on going investment in training   a strong base of committed Talent Acquisition professionals   who have a real desire to source/outreach   an ability to measure ROI on investments 31/10/2012 TALENT CONNECT 2012
  17. 17. The RBS Story – Functional RecruitmentRachel BowmanHead of Resourcing,Functional Specialist, RBS 17
  18. 18. Building a Direct Sourcing Team 2011 2012 Resourcing Direct Resourcing Direct Sourcer Consultant Sourcing Consultant Consultant Manage end Channels: Manage end to end Own networks to end Manage end lifecycle of Online lifecycle of to end recruitment CV Databases lifecycle of process LinkedIn recruitment process recruitment process Channels: Channels: Agency Agency Online Online Print Print Channels: Referral Market Mapping Programme Referral Programme Direct only! Own networks Own Networks Direct Sourcing Team TALENT CONNECT 2012 18
  19. 19. 3 Service LevelsIncreasing Salary/Niche Role Direct Level 1 Collect Market Intel Sourcer to Resourcing Direct Sourcer and provide to submit CVs CV/ Profile Only Consultant to find CVs Resourcing to completes Consultant Resourcing shortlist Consultant Level 2 Resourcing Qualify Candidates Consultant to Resourcing Basic Direct Sourcer (salary info/ notice call Consultant Screening to find CVs period) candidate for completes a deeper shortlist dive Level 3 Direct Sourcer Direct Sourcer or market Advanced & Market Fully Qualify Screening Direct Screening Candidates mapper to calls Mapping to Sourcer complete find CVs completes Screening calls shortlist TALENT CONNECT 2012 19
  20. 20. ChallengesThe model isn’t without it’s challenges:-  Getting the business and Resourcing Consultants to feedback in a timely fashion on passive candidates-  Getting the licence to operate, sometimes the business put roles to agencies-  Managing the talent pipelines we are developing-  Admin! TALENT CONNECT 2012 20
  21. 21. Results Source Data - Functional Specialist 80% 70% 60% 3rd Party Suppliers 50% ERP 40% Offline Channels% Online Channels 30% Direct Sourcing 20% 10% 0% r De ber r ne ne r h ch y ri l ri l ly ly ay ay ry st st be be be ar c Ju Ju gu gu Ap Ap ua Ju Ju M M ar ar em m m nu cto M M Au Au br ve ce Ja pt O Fe No Se 2011 2012 TALENT CONNECT 2012 21
  22. 22. Group BrainstormingIn groups of 8 – 10, think about the question the group are allocatedfrom the list belowDocument your key thoughtsAs a group, be prepared to present back your top 3 thoughts/points oflearning1. What is the best structure to implement a direct sourcing model– full life cycle recruiter or Sourcer/Recruiter model?2. How do you get buy in for this change in strategy from C Level?3. How do you get recruiters really engaged in a direct sourcingmodel?4. How do you calculate the ROI of an existing direct sourcingstrategy? TALENT CONNECT 2012 22

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