Downloaded 111 times
Uploaded bysharedserviceslink.com
Shared Services Talent Management - Slash your recruitment bill by retaining 90% of your trained workforce - sharedserviceslink.com
The document outlines strategies for retaining 90% of a trained workforce to reduce recruitment costs in a competitive market. It emphasizes the importance of employee communication, a positive work environment, and opportunities for professional development. Key retention tips include careful recruitment, open communication, and creating a fair and rewarding workplace culture.
More Related Content
Similar to Shared Services Talent Management - Slash your recruitment bill by retaining 90% of your trained workforce - sharedserviceslink.com
Shared Services Talent Management - Slash your recruitment bill by retaining 90% of your trained workforce - sharedserviceslink.com
- 1. How to SlashYour Recruitment Bill by Retaining 90% of Your Trained Workforce in a Highly Competitive Market 15 Well Kept Secrets to Shared Services Success 19th March 2009 Colin Glynn – Controller – European Finance Service Centre
- 2. Key statistics s £9,174m Underlying Sale ries 50 Count 38,000 £55.5m £974m 2
- 3. What we do Power systems for: Civil Aerospace Defence Aerospace Marine Energy Wide-bodied jets Military aircraft Commercial Oil & Gas Narrow-bodied jets Helicopters Naval Power generation Corporate & Regional Underlying Group sales 2008 £9,147m Order book £55.5bn 4
- 4. Mastering Talent Development How to slash your recruitment bill by retaining 90% of your trained workforce in a Highly Competitive Market.
- 5. Our Competition Rolls-Royceshared services (HR and Finance) employs approximately 300 people. Other competition − Egg - 1,000 employees (100m) − Bombardier - 200 employees (500m) − Toyota - 200 employees (4 miles) − Councils - 500 employees (1 mile) − Others − Specsavers (New)
- 6. Creation of a“Retention” Culture The statistics Attracting the right people How do we retain the people − Employee Communication - minimum standards − Environment – Workplace experience − Listening − Culture created − Competences and Training − Opportunity to grow Top 10 Tips for Retention
- 7. Manpower History Original Target Reduction Heads 2000 - 2003 Original Scope 202.0 92.0 54% 2004 - 2008 Additional Scope 152.0 67.4 56% Total Position 354.0 159.4 55% Virtually all reductions have been at other sites as work is inloaded. Main issue of staff retention is through the changes thus providing the experience required, reducing risk and ensuring a service can be delivered. Therefore – HOW DO WE TRY AND RETAIN EMPLOYEES. FIRST WHO HAVE WE LOST
- 8. Leavers Analysis 2007,2008 Leavers - to external 2007 2008 Start own business 1 - Emigrate 3 1 Child Support 1.7 - Retirement 1 1 Geographical relocation 1 2 Another employment opportunity 2 1 Severance programme - 8 Discipline 1 - Leavers - to internal Promotion, enhancement opportunity 10 7 Leavers Total 20.7 20.0
- 9. Attracting the People By recommendation (50%+) By links with local colleges/lecturers By temp to perm arrangements By interview process − Basic tests − Behaviour assessment Rolls-Royce.com
- 10. 1. Employee Communication– Minimum Standards Monthly stand up brief (Controller, Process Head or Guest) Management meeting every 2 weeks (set agenda) Customer Service Review results every month (to all staff) − Customer Service performance data (SLA) − Customer/Supplier Incidents − Issues One to ones for all with Team Leader Business Plan Deployment Half year, full year briefs Always two way
- 11. 2. Environment –Workplace experience Open plan for all (access) Hot desking for customers and business partners (service) Standard equipment for all (equality) − Desk, IT, software, chairs, space Bright modern offices with environmental features (environment) Flexible working around core hours (flexibility) Simple perks (beverages f.o.c.) (reward) Social Encouragement with subsidy (interaction) Funded Team Building (with development/process improvement theme) (enhancement) Being seen to do the right things, e.g., recycling (environment) Final Salary Pension scheme (reward) Bonus based on total performance (reward)
- 12. 3. Listening andFeedback Investors in People Employee engagement survey Quarterly employee/union forums Personal thank you’s Public praises and reward People meetings, development cells, honest and robust recorded feedback Employee representative teams Attitude – positive message, e.g., “I don’t drop players – I make changes”, Bill Shankley 1913 - 1981
- 13. 4. Culture Created Setting Expectations
- 14. Setting Expectations Opportunities FSC strategy review-Blue Sky Suggestions 20 EFSC Major Programmes year 1 to year 3 Issue : 9.0 January 2007 10 4 Project Leader OC&S year 1 Nov Dec Jan Feb Mar April May June year 2 July Aug Sept Oct Nov Difficult 1 Accommodation C Glynn J Richardson 6 5 3 Total FSC Performace Related Pay/ All Change Inclusive (PRP) S Hall Benchmarking C Glynn N Hepke InterCompany C Seymour NAS Data Transfer S Leach B Johnson IIP IFRS in SAP (Other) J Richardson C Seymour J Richardson 5 5 5 5 5 5 5 5 5 5 5,6 15 7 FA&R IFRS (FX) in SAP C Seymour Convergence J O'Farrell 6 7 8 BCS Hyperion Replacement C Seymour talk to chris 8 9 Business Attitude BW & ERP Strategy J O'Farrell colin to talk to geoff to be linked into Hub Nicky Payroll & Expenses Short term Payroll & Expenses Merger G Castlehow 6 7,8 T&E Expanded Scope (Credit Cards) G Castlehow 6,7,8 Pensions G Castlehow Major FSC Projects HR Shared Services G Castlehow C Stackhouse On Line Payslips International Payrolls G Castlehow G Castlehow 6 10 Employee Self Service (ESS) G Castlehow Credit Vetting S Hall talk to sam AR CM DMS into SAP S Hall 10 programme vs Internet Banking S Hall J Richardson Project Steam Packet S Hall talk to sam 1,2,3 E&T Transfer S Hall 1,2 3,4,5 6 7 8 Civil Wave 2 ERP K Connally J Richardson 6 7 8 NPNP -JVs G Bates J Richardson G5 NPNP - Commercial G Bates J Richardson/N Hepke G5 NPNP - Intergroup G Bates J Richardson/N Hepke G5 AP NPNP - Purchasing Coverage G Bates G5 EDI Process - 2007 (top 100) G Bates RRD PIP G Bates 123 Global PIP G Bates Long Term 2 Invoice Solution G Bates RRD 2005 (AP) K Connally N Hepke 8 5 RRD 2005 (AM) K Connally N Hepke 5,6 7 8 RRD 2005 (AR,DMS) K Connally N Hepke 8 Intended Migrations RRD 2006 (Cash) K Connally N Hepke 8 RRD 2006/7 (GL) K Connally N Hepke Migrations AR&O C Glynn N Hepke 8 Submarines C Stackhouse C Stackhouse 4 5 6 7 Turbine Surface Tech Ltd JV G Pendlebury N Hepke Project Oberursel C Glynn N Hepke 8 ‘blue sky’ N3 C Glynn M Walker 1 2,3 4,5 6 7 8 RRSP C Glynn J Richardson Project Hamburg S Hall 0,1,2 3 Project Munich C Glynn C Stackhouse 1,2 3,4 5 6 7 8 Project Saxony Nordics Payroll G Castlehow G Castlehow 1,2 3,4 5 6 7 8 Easy Difficult 5 10 15 20 5 10 15 20 Rolls-Royce proprietary information Rolls-Royce proprietary information Systems Make – Buy applies to services Threats – as well Potential for outsource Control Make ‘make’ whilst competitive Maintain World Class Competitiveness Otherwise outsource Performance / offshore Buy Protect Outsource Invest or Partner Business Criticality Non-Core Core Rolls-Royce proprietary information
- 15. 4. Culture Created Setting Expectations Clear Vision Clear Strategy Visual Management Continuous Improvement Expectation
- 16. 5. Competence andTraining Publicly available skills matrix
- 17.
- 18. 5. Competence andtraining – Continued Publicly available skills matrix Training − In House − Catalogue of on-line and classroom based training (from Excel to Spanish) − On the Job − Formally recognised as “training” − Recorded and monitored − Professional training − Supported for personal or business enhancement. − Currently 22 supported. − Generous support but with an expectation and a penalty
- 19. 5. Competence andtraining – Continued Professional Training − Various professions supported (IIP, ICM, CIMA, AAT, etc). − Fully funded including − Membership, Exam fees, Exemption fees, Tuition, Revision courses, Study materials − Individual released from role (e.g., CIMA) − 4 tuition days (tutored), 3 revision days (tutored), 1 question based day (tutored), 1 extra revision day (self study), Exam leave − In exchange we expect the employee to “pass first time” or face penalties − Fund own retakes and leave − If course not completed refund 12 months costs. − Leaving the company refund last 12 months costs (up to £10,000).
- 20. 5. Competence andtraining – Continued Publicly available skills matrix Training Personal Development and Service Centre Tool Set
- 21. 5. Competence andtraining – Continued Personal Development − Individual development plan (owned by individual) − Part of Personal Development Review (6 monthly) Service Centre Development of tool set Links back to Individual Development Plan and Skills Matrix
- 22. 6. Opportunity toGrow EFSC is seen as stepping stone into higher roles Financial Professional Development Structure exists
- 23. Finance Professional Development Plan Define Recruit Measure Improve Promote Finance Strategy Finance Roles Finance Performance Apply Training Maximise Resource Development Potential Finance Chief Finance Qualified Performance Technical Development Cell Business Officer Professional Development Finance Director Requirements Review FS1 FS2 FS3 Cell Internal Competencies Finance Recruitment Measured Americas Cell People Controller Systems Performance Development Master classes Finance Manager External Europe Cell Organisation Review Recruitment Objective Behavioural Corporate Cell Setting Management Systems Accountant Early Career Managing Individual Relations development Review Potential Plan Managing Finance Trainees Continuous Work Professional Executive Improvement Personal Profile Judgement Leadership Finance Support Internship Integrity and Early Career Trust Energy and Succession Planning Drive
- 24. 6. Opportunity toGrow EFSC is seen as stepping stone into higher roles Financial Professional Development Structure exists Internal Opportunity to grow − E.g., Boarding Structure – Internal Opportunity Creation
- 25. 6. Opportunity toGrow - Continued Professional Growth Structure within Shared Service Centre Principal Finance (and RR Finance) Professional UPS80 Ability to grow within job Process of Senior Finance Professional UPS70 − Recommendation by manager Professional − Presentation to two managers Senior Accounting Technician UPS60 − Success leads to promotion and £2,000 plus salary increase Accounting Technician Higher levels require qualifications, supervisory experience UPS50 and varied experience. Achieved Senior Accounting Assistant UPS40 − 2007 14 completed − 2008 7 completed Support Accounting Assistant UPS30 − 2009 2 to date Drives motivation from within a role and encourages Accounting Administrator movement within the EFSC. UPS20 Three for one concept
- 26. Top 10 Tipsfor Retention Careful recruitment Communicate, Communicate, Communicate Learn to Listen Create an Enjoyable Environment Set expectations Develop everyone Empower the individuals Create opportunity Treat everyone equally and fairly Value the human asset.
- 27.