Ben Gledhill: Resourcing Transformation; from top to bottom and inside out Regardless of level, current and future Resourcing professionals have to have an ability to constantly review what they do in order to remain competitive. Transformation is often a misunderstood term, but if done correctly can bring fantastic results to any Resourcing process, team or function. • Why does Transformation often go wrong? • People > Process > Tech • Why we haven’t nailed engaging and influencing the business • The forgotten element; Recruiter Experience and what do they need to succeed • Tools to use; Lean and Design thinking

1. Resourcing Transformation; from top to
bottom and inside out.
Ben Gledhill – Head of Resourcing – Yodel
1Yodel I Collect+

2. 2Yodel I Collect+
What we will cover…
▪ Why does Transformation often go wrong
▪ People > Process > Tech
▪ Why we haven’t nailed engaging and influencing the business
▪ The forgotten element; Recruiter Experience and what do they need to succeed
▪ Tools to use; Lean and Design thinking

3. Why does transformation often go wrong
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▪ Transformation – it’s a big word (14 letters)
▪ 74% of business transformations fail (McKinsey, 2018).
▪ 3rd transformation in 5 years. Who takes the blame?
▪ Why it failed before:
▪ No clear direction or vision.
▪ Diluted leadership.
▪ Poor Communication.
▪ Lack of pace.
▪ Exec sponsorship.
▪ Lack of passion. “It’s transformation with a little “t” and big “P”; people are the killer app”,
Pamela Hackett, Proudfoot.

4. People > Process > Tech
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▪DX (Digital Transformation)…how technology can improve
the lives of A). Candidates B). Recruiters.
It will touch every part of what we do…
Applicant
Tracking
Candidate
Relationship
Management
Onboarding &
Transition
Sourcing Assessment
Career
Management
Referrals/Advoc
acy
Analytics Video Advertising

5. People > Process > Tech
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Safe to say we
have a bit of
choice…
HRTech Eco-system,
TalentTechLabs

6. People > Process > Tech
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• People over Digital…not the other way round
• People start the process.
• A tech implementation i.e. ATS is just a small part of a much bigger picture.
• Throwing Digital/Tech at any process without understanding people impact = CULTURAL FAIL
People Process Tech

7. Why we haven’t nailed engaging and influencing the
business
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▪ “Мы не говорим на правильном
языке”

8. Why we haven’t nailed engaging and influencing the
business
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▪ “We are not speaking the right
language”

9. Why we haven’t nailed engaging and influencing the
business
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▪ The only strategy the C-suite cares about.
▪ Understand the Business Vision and the people
impact.
▪ Align the Resourcing Strategy.
▪ Define the Resourcing Strategic Goals.
▪ Cascade into Resourcing Objectives and Activities.
▪ Decide what we’re doing and stick to it.
To deliver
promises, not
parcels
To hire and retain talent
that increases our
people and overall
organisational capability
Focus on operational delivery
efficiencies, hiring capability, quality
of hire and retention
EVERYONE DOING THE RIGHT THINGS
AT THE RIGHT TIME

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▪ We need to grab their attention…and drive decisions using Data!
Strategic
Tactical
Operational
▪ Headcount growth/turnover
▪ Cost of empty seat/vacancy
▪ Employer Brand equity
▪ Budget £ v Forecast
▪ Talent availability/landscape/competition
▪ Quality of hire
▪ NPS
▪ Referrals/Advocacy
▪ Time to hire
▪ Source
▪ Conversion
▪ Actual hires v Forecast
Why we haven’t nailed engaging and influencing the
business

11. Why we haven’t nailed engaging and influencing the
business
11Yodel I Collect+
▪ Take advantage of the importance and
impact of the Talent “pivot” across an
organisation.
▪ Don’t underestimate eco-systems that might
affect hiring i.e. HR Business Partnering >
Reward, Engagement. Exec > Board, Public
v Private.
▪ Understand your People “sweet spots” and
how they might interlink.
Resourcing/Talent
Acquisition
HR
Business
Partnering
Hiring
Community
Operational
Leaders
Exec

12. The forgotten element; Recruiter Experience and what do
they need to succeed
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▪ Candidate Experience
▪ Hiring Manager Experience
▪ Recruiter Experience

13. The forgotten element; Recruiter Experience and what do
they need to succeed
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Candidate
Experience
Hiring
Manager
Recruiter Experience
Scalability Agility
▪ Scalability
Ability to change size
or scale.
▪ Agility
Ability to move quickly
and easily.
▪ Recruiter
Experience
Task allocation, Time
optimisation, Tools,
Tech, Process, Data,
Communication.
▪ Hiring Manager
Relationships,
Education, Coaching,
Expectations, Visibility.

14. Tools to use; Lean and Design Thinking
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▪Lean
▪ Improve processes by removing waste and increasing efficiency.
Focussing on steps in a process, identifying what is “value” and removing
what isn’t.
▪Design Thinking
▪ Solution based thinking. Very much “outside” rather than “inside”
approach. Focus on the human needs, creative ideas and increased
prototyping/testing.

15. Tools to use; Lean and Design Thinking
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…Start to think outside of the Resourcing
bubble. Don’t be restricted by Resourcing
thinking…

16. Tools to use; Lean and Design Thinking
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2). Map all of the
steps both value
or non-value add
that brings a
product or service
3). Establish flow
of products,
services or
information end
to end
4). Eliminate all
non required
steps/products/
services
5). Continuous
improvement
1). Specify value
from customers re
product or service
Empathise
the
problem
Define the
problem
Create
ideas
Prototype
the
solution
Test the
solutionLean
V
Design Thinking

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My takeaways…
▪ Don’t underestimate Transformation. Positive behaviours will drive it.
▪ Tech is important but Humans are Queen.
▪ Don’t be an invisible voice. Influence, Influence and Influence.
▪ Nail the day job basics and build capability. It’s the basis of the hiring cycle.
▪ Stop looking for Resourcing-centric solutions. We’ve exhausted them.

18. Resourcing Transformation; from top to
bottom and inside out.
Ben Gledhill – Head of Resourcing – Yodel
18Yodel I Collect+