Maersk Oil partners with select external prospects to develop a high-quality talent pipeline for critical roles. The partnership involves: - Filtering criteria to ensure only high-quality prospects enter the talent pool. - Prioritizing information and opportunities for prospects based on their engagement levels. - Gathering feedback from prospects to refine Maersk Oil's messaging. - Acting as a career broker to extend opportunities for exiting prospects, who then advocate for Maersk Oil. This approach provides Maersk Oil with ready successors for key roles while enhancing their labor market intelligence.

1. © XXXX­–2016 CEB. All rights reserved. RR5257216SYN
1
SITUATION
Maersk Oil requires external talent to bolster its succession plans for senior and critical roles.
SOLUTION
Maersk Oil uses a prospect-centric recruiting partnership to nurture long-term engagement for a
sustainable, high-quality talent pipeline.
RESULTS
■ Increased engagement of passive prospects for senior positions and ratio of ready to non-ready
successors for critical roles
■ Enhanced labor market and brand intelligence
PRIMARY COMPONENTS
■ Refined Talent Pooling: Maersk Oil uses a number of filtering criteria to ensure the quality of
prospects when determining who should join the talent pool.
■ Prioritized Prospect Engagement Opportunities: Maersk Oil prioritizes information and networking
or development opportunities based on the receptivity of the prospect.
■ Reverse Coaching on Industry Positioning: Maersk Oil creates a feedback loop with prospects to
iteratively test different messages to see which are playing best in the market over time.
■ Career Brokerage: Maersk Oil demonstrates its prospect centricity by brokering career
opportunities for prospects, extending the company’s industry knowledge and network.
COMPANY SNAPSHOT
Maersk Oil
Industry: Oil & Gas
2015 Employees: 4,000
Headquarters: Copenhagen, Denmark
PROSPECT-CENTERED EXTERNAL TALENT POOLS
2© 2016 CEB. All rights reserved. RR5257216SYN
AN EXTERNAL TALENT POOL REQUIRED FOR
CRITICAL ROLES
As Maersk Oil’s Business Evolves, Critical Roles Require External Successors
Maersk Oil Supplements Its Internal Pool with High-Quality External Talent
Maersk Oil requires a ready successor
pipeline for strategic, longer-term initiatives.
Challenges with an External Talent Pool
■ Determining who enters the pool
■ Ensuring external talent understands the
organizational culture
■ Engaging high-quality talent over the long
term
■ Maximizing time and resource returns from
external talent that leaves the talent pool
Pressure on Internal Talent Pool
Internal
Talent Pool
Supplemental
External Talent Pool
Source: Maersk Oil; CEB analysis.
Source: Maersk Oil; CEB analysis.
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS

2. 2
© XXXX­–2016 CEB. All rights reserved. RR5257216SYN
AN EXTERNAL TALENT POOL REQUIRED FOR
CRITICAL ROLES
As Maersk Oil’s Business Evolves, Critical Roles Require External Successors
Maersk Oil Supplements Its Internal Pool with High-Quality External Talent
Maersk Oil requires a ready successor
pipeline for strategic, longer-term initiatives.
Challenges with an External Talent Pool
■ Determining who enters the pool
■ Ensuring external talent understands the
organizational culture
■ Engaging high-quality talent over the long
term
■ Maximizing time and resource returns from
external talent that leaves the talent pool
Pressure on Internal Talent Pool
Internal
Talent Pool
Supplemental
External Talent Pool
Source: Maersk Oil; CEB analysis.
Source: Maersk Oil; CEB analysis.
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
Maersk Oil requires
external talent to bolster
its succession plans for
senior and critical roles.
■■ To avoid the risk of external
talent being a poor fit with
the organization, prospects
must be engaged and
knowledgeable about Maersk
Oil’s operations.
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS

3. 3
© XXXX­–2016 CEB. All rights reserved. RR5257216SYN
CREATING PROSPECT PARTNERSHIPS
How Maersk Oil Builds an External Talent Pool
Pool of Ready
External Successors
Returns from External Talent Pool
■ Increased senior prospect engagement
■ Enhanced labor market and brand intelligence
■ Increased ratio of ready to non-ready successors
for critical roles
1. Refined Talent
Pooling
2. Prioritized
Prospect Engagement
Opportunities
3. Reverse Coaching on
Industry Positioning
4. Career
Brokerage
Source: Maersk Oil; CEB analysis.
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
Maersk Oil partners with
prospects to develop a
high-quality external talent
pipeline.
■■ The company engages a select
group of industry talent for the
partnership.
■■ Key elements of the
partnership include the
following:
–– Filtering criteria to ensure
prospects are high quality
–– Prioritization of information
and opportunities based on
the prospect’s receptivity
–– A feedback loop with
prospects to test messages
in the market over time
–– Brokerage of prospects’
career opportunities to
extend Maersk Oil’s industry
knowledge and network
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS

4. 4
© XXXX­–2016 CEB. All rights reserved. RR5257216SYN
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
To determine who should
go into the pool, Maersk
Oil uses filter criteria
to ensure quality of
prospects.
■■ The company’s prospect filters
start with ensuring prospects
match the role profile and
progress to gauging the level
of longer-term interest in a
career with Maersk Oil.
Maersk Oil worked with an
external recruiting agency to
select prospects over six weeks,
from initial mapping to final
prospect pool.
REFINE THE TALENT POOL
Maersk Oil Refines Its Passive Talent Pool for Critical Roles
Critical Role Talent Pool Filtering Steps
600 Passive Prospects Targeted
Final External Prospect Pool:
25 Engaged Senior Prospects
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
Source: Maersk Oil; CEB analysis.
1. Locating Talent: 600 Possible
Prospects
Criteria include:
■ Organizational size
■ Operational complexity
■ Known caliber of organizational
talent
3. Identifying Barriers to
Engagement: Reduce Pool by
50% (~150 Prospects Left)
Criteria include:
■ Compensation Details
■ Mobility
2. Sifting Out: Reduce Pool by 50%
(~300 Prospects Left)
Criteria include:
■ CV/Résumé
■ Years of Experience
■ Previous Team Lead Experience
■ Ideal Next Role
■ Focus/Special Skills
■ Geographical Experience
■ Contact Details
4. Opting In: Reduce Pool to 25
Qualified Prospects
Criteria include:
■ Career Motivations—Work and
Home Location Preferences
■ Completing a Competency-Based
Interview

5. 5
© XXXX­–2016 CEB. All rights reserved. RR5257216SYN
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
Maersk Oil provides
prospects with information
and opportunities based on
their engagement levels.
■■ Maersk Oil updates
a prospect’s level of
engagement monthly.
■■ The team asks questions linked
to career-switching triggers.
■■ Recruiters choose content and
opportunities to further the
relationship with prospects
based on Maersk Oil’s specific
engagement goals.
PRIORITIZE PROSPECT ENGAGEMENT
OPPORTUNITIES
Tailor Engagement Efforts to Prospect Need
Matching Prospect Receptivity to Maersk Oil’s Engagement Approach
LevelofEngagementwithMaerskOil
High
Goal: Continue
Engagement
Provide Organizational
Content and Information
■ Market Information
■ Maersk Oil Strategy
Update
■ Financial Report
Goal: Enhance Fit
■ Extend offer for
prospect to attend
a Maersk Oil training
course.
■ Invite prospect to a
Maersk Oil social event.
■ Arrange for an
office tour and team
introduction.
Low
Goal: Reassess Prospect
Motivation
■ Arrange a recruiter
conversation to elicit
engagement barriers.
■ Consider exiting
prospect from pool.
Goal: Differentiate
Maersk Oil
■ Invite prospect to speak
to senior leader at
Maersk Oil.
■ Recruiter focuses on
new developments and
career opportunities.
Low High
Readiness to Switch Organization
Gauge Prospect
Readiness to Switch
■ Home/life
situation
(dependencies)
■ Work context:
M&A, restructuring
performance cycle
(review or bonus
period)
■ Current
development
opportunities
available
Track Level of
Prospect Receptivity
to Engagement
■ Prospect
continues to
provide industry
information.
■ Prospect asks
questions related
to Maersk Oil’s
opportunities.
■ Prospect
conversation
displays openness
and transparency.
Source: Maersk Oil; CEB analysis.
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS

6. 6
© XXXX­–2016 CEB. All rights reserved. RR5257216SYN
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
Maersk Oil creates a feedback
loop with prospects to test
different messages iteratively
to see which are playing best
in the market over time.
■■ Maersk Oil supplies labor
market intelligence to
prospects and asks prompting
questions to elicit responses.
■■ The company aggregates
prospect feedback with
other sources to determine
the importance impact and
the validity of the prospect
perceptions.
■■ The Maersk Oil recruiter uses
the next update to test new
messages that are more
aligned to prospect needs and
to differentiate the company
more from competitors.
■■ The labor market intelligence
gathered feeds into broader
recruiting strategies.
ENGAGE IN REVERSE COACHING ON POSITIONING
Maersk Oil Gains Labor Market and Branding Intelligence from Prospects
Source: Maersk Oil; CEB analysis.
Brand Message Feedback Loop
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
New Message Testing:
“We are deepening our technical exploration in developing
markets, and leaders will have a lot of autonomy in their region.”
Maersk Oil’s Recruiting Team Refines Outreach Messages
■ Cross-references prospect feedback with talent pool
■ Calibrates feedback with branding team
■ Selects new message based on feedback trends
1
Prospect Response:
“A colleague recently said that Maersk
Oil has great work–life balance but
they weren’t sure whether it’s dynamic
enough compared to competitors.”
Recruiter Gains Prospect Feedback
“Did you or your colleagues know
about our work-life balance initiatives,
or is Maersk Oil better known for other
reasons?”
2
3
Prospect Response:
“That’s really interesting. I recently
learned company Y was scaling back
on technical exploration in the next six
months.”
Recruiter Tests New Message
“Have you heard any other
organizations working in that area?”
4
Recruiter Message Testing:
“Maersk Oil provides a range of flexible working options to help
employees maintain work–life balance.”
Recruiter Supplies Labor Market Information
■ Recent changes to business operations
■ Role changes
■ Wider industry context

7. 7
© XXXX­–2016 CEB. All rights reserved. RR5257216SYN
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
ACT AS A PROSPECT CAREER OPPORTUNITY
BROKER
Maersk Oil Suggests Other Opportunities to Prospects Exiting Their Talent Pool, Creating
Advocates in the Industry
Opportunity Brokerage
Criteria
When to suggest other career
opportunities to prospects:
■ If the talent exiting Maersk Oil’s
talent pool is still receptive to
Maersk Oil as an organization
■ If the prospect is still looking
for other opportunities
■ If any opportunity suggested to
the prospect does not directly
compete with Maersk Oil
Providing Information
on Other Opportunities
Maersk Oil recruiters share
industry opportunities with
prospects:
■ The Maersk Oil recruiter
suggests a role in another
organization and provides
context or introduction for the
prospect.
Recruiter engagement activities
for exiting prospects:
■ To do this, the recruiter draws
on the knowledge they have
from:
– The Maersk Oil talent pool
– Other sourcing activities
– The recruiter’s industry
network
Advantages of Career
Brokerage
Advantages of keeping in
contact with prospects hired
by other organization:
■ The prospect provides
information on other
organizations’ recruiting
process and brand.
■ The prospect continues to
share information about other
talent in his or her network.
■ The prospect acts as an
informed advocate of
Maersk Oil.
Source: Maersk Oil; CEB analysis.
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
Maersk Oil demonstrates
their prospect centricity
by acting to broker career
opportunities for their
prospects.
■■ Maersk Oil recruiters assess
whether other roles or
organizations they know about
would be a better fit for the
prospect.
■■ In return, the prospect acts as
an advocate for Maersk Oil in
the industry.

8. 8
© XXXX­–2016 CEB. All rights reserved. RR5257216SYN
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
A SUSTAINED EXTERNAL TALENT POOL
Filling Business-Critical Roles Increased Labor Market Intelligence
OVERVIEW SITUATION REFINE POOL
PRIORITIZE
ENGAGEMENT
INDUSTRY
POSITIONING
CAREER
BROKERAGE
RESULTS
“This initiative has allowed us to make
placements for business-critical roles
with prospects who adapted well to
Maersk Oil’s operations and culture.
Without our talent pool, we would have
been exposed to possible vacancy risks
and unnecessary agency costs.”
Christer Hansen
Head of Global Recruiting
■ Knowledge of industry competitor growth
bets, M&A, and restructures
■ Understanding of competitor talent bench
■ Influence on Maersk Oil’s branding
awareness index
■ Impact of macroeconomic trends
Source: Maersk Oil; CEB analysis.
Maersk Oil creates a strong
external successor pool for
critical business roles, and
information gained from
the pool informs further
branding and business
decisions.