Whilst most organisations aren’t currently embarking on skills-based workforce planning, many have discovered that it is a future proof answer to talent shortages and are at the start of this journey. Our expert panel of talent acquisition leaders discuss what TA challenges organisations are facing and outline tactical solutions that are being planned for and implemented that will provide practical takeaways to help you as a TA/HR leader to start your own journey. In this webinar, our TA experts – Sally Hunter, Madeleine Lüdemann and Hannah Bunt – discuss: * Market trends that have changed the status quo, * Why skills-based workforce planning can be a future-proof answer to talent shortages, * How you can embark on designing a skills-based workforce planning strategy. Watch this webinar replay to hear from these talent acquisition experts and understand how you can ensure your organisation’s TA strategy is achieving your business goals – now and in the future.

1. 19 May 2022
HOW TO INCREASE
YOUR TALENT POOL
USING SKILLS-BASED
WORKFORCE PLANNING

2. 2
TODAYS PANEL
Sally Hunter Hannah Bunt
Madeleine Lüdemann
Managing Director,
EMEA and Global Accounts,
Cielo
Director, Talent Acquisition
& Talent Management EMEA,
Becton Dickinson
Senior Manager, Talent
Management and Learning
& Development EMEA,
Becton Dickinson

3. 3
CIELO: GLOBAL CAPABILITY, LOCAL INSIGHT
GLOBAL RECOGNITION OF EXCELLENCE
MILWAUKEE
BUENOS AIRES
MANCHESTER
LONDON
COLOGNE
BUDAPEST
PARIS
DUBAI
HONG KONG
MANILA
SINGAPORE
103 Countries
185 Clients
39 Languages
3k Employees
17 Offices
162k Annual Hires
GUANGZHOU
SHANGHAI
WUHAN
BOGOTÁ
MEXICO CITY
SÃO PAULO

4. 4
Netherland
s Belgium
Polan
d
Russi
a
Denmar
k
Italy
Finlan
d
German
y
Czech
Republic
Hungary
Switzerland
(Headquarters)
Turke
y
United
Kingdom
Ireland
Franc
e
Spai
n
Norwa
y
Swede
n
Research &
Development Centre in
Limerick, Ireland
Manufacturing
facilities
BD in Europe
BD has a direct presence in most European countries with 18
country offices

5. MARKET TRENDS
CIELO RESEARCH

6. 6
Skills-based workforce planning research
A DIFFERENT MODEL FOR TALENT ACQUISITION
To provide a clear picture of the reality facing senior talent acquisition and HR stakeholders,
Cielo conducted both qualitative and quantitative research.
We held 22 in-depth interviews with key senior stakeholders in a range of industries across
EMEA and APAC. Representatives from CapGemini, Bayer, GSK, Ferring Pharmaceuticals and
several other industry-leading multinationals generously shared their insights.
In addition to interviews, we also conducted an extensive survey of 308 senior TA and HR
leaders across various industry sectors. Their answers to questions about how organisations
are approaching skills planning also informed the research report.

7. SKILLS SHORTAGES AND GAPS WILL BE
A SIGNIFICANT ISSUE IN THE FUTURE
TALENT SHORTAGES
78.2%

8. SHIFTING TALENT POOLS
DECREASE IN THE SIZE OF EXTERNAL
TALENT POOL
41.0%

9. TOP CHALLENGES FOR
RECRUITERS
ATTRA
CTING
CANDI
DATES
ATTRACTING
CANDIDATES
ATTRA
CTING
CANDI
DATES
SOURCING
CANDIDATES
ATTRA
CTING
CANDI
DATES
QUALITY OF HIRE
53.6%
46.4%
35.7%

10. 33%
EARLY TALENT PROGRAMMES
JUST UNDER ONE IN THREE TA
PROFESSIONALS WE SPOKE TO IS GROWING
THEIR EARLY TALENT PROGRAMME
THIS YEAR

11. OBTAINING SKILLS FROM
OTHER INDUSTRIES
TA PROFESSIONALS ARE
ALREADY LOOKING TO
OBTAIN EXPERTISE FROM
OTHER INDUSTRIES
50% 39%
LOOKING NOT LOOKING

12. TOP 3 OBSTACLES TO INVESTING
IN YOUR EMPLOYER BRAND
MORE URGENT PRIORITIES
LACK OF A DEDICATED
RESOURCE TO MANAGE
THE INABILITY TO CREATE A
BUSINESS CASE FOR INVESTMENT
DESPITE THIS, 53.2 PERCENT OF ORGANISATIONS
INCREASED THEIR INVESTMENT IN THEIR EMPLOYER
BRAND OVER THE PAST 18 MONTHS, WHILE JUST 7.0
PERCENT CUT INVESTMENT
60%
43%
36%
TA PROFESSIONALS REPORTED:

13. ENABLING SKILLS-
BASED WORKFORCE
PLANNING

14. 14
Enabling growth in a rapidly changing, ambiguous & turbulent environment
BUILDING THE FUTURE WORKFORCE
Revenue growth
increasingly due
to new skills
Many organisations are finding that a growing share of their
revenue is directly linked to skills that did not exist within
their workforce 10 years ago.
Soft skill
identification
enables agility &
growth
Skill requirements will continue to change as businesses adapt
to take advantage of new technologies, but what is becoming
equally as important is the need for key soft skills, such as
dealing with constant change & remote leadership.
Shifting dynamic
between soft
skills vs “in role”
experience
Over the next five years businesses will be an increasingly
focusing on soft skills over “in role” experience in order to
quickly fill their roles, be agile & enable growth. Workforce plans
will, therefore, need to focus more on identifying skills gaps
50%
Of organisations plan to upskill at least half their
workforce by 2024 to adapt to changes in the
working environment

15. 15
Key process steps & impact on TA & Talent Management functions
SKILLS BASED WORKFORCE PLANNING
Build
Build on the existing
internal talent that
you have
Buy
Borrow
Permanently buy the
talent you need from
the external market
Temporarily buy the
talent you need from
the external market
Activation Channels
Workforce
Segmentation
Identify the three
workforce segments,
focus on “critical”
segment (10 – 15% of
all roles)
Skills Gap
Analysis
What are the common
soft & hard skills
required now & in the
future, where do
gaps exist

16. 16
How to support HR & Hiring Managers change assessment & selection behaviours
IMPACT ON HR & HIRING MANAGERS
Change Management
Project
Educate
Train
Discover
Educate HR & Hiring Community
Deliver “train the trainer” and Hiring Manager training
Profile high performers within target roles
A/B Test Competency & SBR in parallel
Most businesses spend a great deal of time and money gaining insight into their customers: what they love; what’s important to
them; what motivates them; how they like to be communicated with. However, until the strengths movement came along,
most organisations knew far more about their customers than they did about their own employees.
- Engaging Minds
“
“

17. 17
A SKILLS BASED WORKFORCE PLANNING LANDSCAPE
Business
Agility &
Growth
Soft skills
based sourcing
strategies
EVP refresh
to reflect soft
skills focus
Strengths Based
Interviewing
Psychology &
cognitive testing
Internal talent
skills mapping &
nurturing
Internal Talent
Management
Technology

18. 18
Skills based talent mapping to identify high quality Sales associates regardless of industry
BECTON DICKINSON – SALES TALENT MAPPING
The Challenge
• BD’s Medication Management Solutions (MMS) division offers integrated solutions across the entire patient journey from hospital admission through to
discharge & beyond.
• Leaders identified that to successfully continue scaling & growing the business they required technology savvy Sales talent not always available from
within the medical industry
• BD required a thorough market & talent analysis & guidance as to where tech savvy sales talent existed, in which sectors & who they were competing with
for this talent
The Solution
 Cielo Executive Search (CES) worked very closely with BD MMS
leadership workgroup to define the requirement & the key skills Sales
associates needed to demonstrate
 CES delivered a cross-industry study & prospect candidate overview for
Sales Representative & Business Development Manager job groups in
all the key markets in Europe
The Results
 A comprehensive report of 1,700 longlisted candidates as well as:
• Extensive competitor & adjacent sectors analysis for 11 countries
• Talent distribution: core skills, educational attainment, years of
experience & tenure as well as the demand vs supply analysis
• Candidate benchmark profiles & competitor hiring behaviours
 The findings highlighted BD should target direct competitors as well as
Healthcare IT & pure technology companies
 A talent pool of 226 engaged cross industry candidates wanting to join
BD’s MMS business

19. ASK THE PANEL – SKILLS
BASED WORKFORCE
PLANNING IN PRACTICE

20. 20
BD HAS BEEN ON QUITE A JOURNEY OVER
THE LAST FEW YEARS … TELL US ABOUT
HOW THIS ALL STARTED ON YOUR TALENT
JOURNEY?

21. 21
WHY IS LEARNING AND DEVELOPMENT
SO IMPORTANT FOR SKILLS-BASED
WORKFORCE PLANNING?

22. 22
WHAT HAVE YOU LEARNT ALONG THE WAY?

23. 23
WHAT IS ON THE HORIZON?