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Get Proactive, Driving Change in Your Talent Organisation -- Customer Session at Talent Connect Sydney
The document discusses the transformation of talent acquisition strategies at Coles and the challenges faced in attracting and retaining talent. It highlights the need for a shift from traditional recruitment methods to a more proactive approach that focuses on passive candidates and building strong talent pipelines. The roadmap includes collaboration with marketing, effective engagement strategies, and the establishment of metrics to improve efficiency and quality in hiring processes.
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Similar to Get Proactive, Driving Change in Your Talent Organisation -- Customer Session at Talent Connect Sydney
Get Proactive, Driving Change in Your Talent Organisation -- Customer Session at Talent Connect Sydney
- 2. Transforming Talent Acquisition Christine Connor Headof Talent Acquisition #intalent
- 3. The Way WeWere Store Support Store Operations Contractor Management Graduate Store Support Talent Acquisition #intalent
- 4. Hiring Pain What was theopportunity? Speed Quality • Consistent volume over past 5 years • 4 FTE • Days open higher than we’d like • Some process inefficiencies • Candidate engagement • Limited proactive sourcing • Active job seekers only - “post & pray” • Limited screening and assessment • Internal hires could be greater • Inconsistent market message about Coles • Year 1 attrition high $#intalent
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- 9. The voice ofColes ... Our values Our ways of working #intalent
- 10. Not everyone is looking Everyone is apotential candidate or brand ambassador, even your consumers Building relationships and communities is key Recruitment is boring The New Recruitment… Talent Acquisition #intalent
- 11. Recruitment 1.0: postand pray candidate attraction, focus on active job seekers, reliance on agency databases, print advertising, fill the seat with someone Recruitment 2.0: post and pray candidate attraction, focus on active job seekers, online job-board adverts, ATS, hire the ‘right-ish’ person. Recruitment 3.0: focus on non-active / passive individuals, hire the best talent, build talent pipelines and communities, competitor mapping , EVP, Branding and PR Recruitment 4.0: is all about leveraging the value of communities created by Recruitment 3.0, external referrals The Roadmap to Talent Acquisition #intalent
- 12. Where we arecurrently… #intalent Developing Foundational Strategic Traditional Jobs Post-and-pray Targeted engagement to attract highly qualified candidates Talent segmentation and prioritization Jobs on niche boards and social platforms Sourcing Reactive, over-reliant on agencies Engage with strong pipeline of leads and ‘silver medalists’ Team-wide pipelining with engaged talent communities Build internal capabilities to focus on passive talent Metrics Established metrics and benchmarks Data driven decision making Brand Defined employer brand strategy Influential talent brand engaging employees and candidates Understanding of employee value proposition 2015 Partnership Talent Acquisition siloed from HR Strong collaboration with Marketing, PR, Communications Strategic business advisor to C-Suite Engage HR counterparts and Hiring Managers
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- 14. Where we’re headingstowards… #intalent Developing Foundational Strategic Traditional Jobs Post-and-pray Targeted engagement to attract highly qualified candidates Talent segmentation and prioritization Jobs on niche boards and social platforms Sourcing Reactive, over-reliant on agencies Engage with strong pipeline of leads and ‘silver medalists’ Team-wide pipelining with engaged talent communities Build internal capabilities to focus on passive talent Metrics Established metrics and benchmarks Data driven decision making Brand Defined employer brand strategy Influential talent brand engaging employees and candidates Understanding of employee value proposition 2015 2016 2017 Partnership Talent Acquisition siloed from HR Strong collaboration with Marketing, PR, Communications Strategic business advisor to C-Suite Engage HR counterparts and Hiring Managers
- 16. Group Talent Acquisition Whythe need to transform? Sharon Tan SingTel Group, Head of TA #intalent
- 17. Service to businesswas inconsistent, inefficient and not scalable. Landscape prior to April 2015 State of play: • No global policy • Independent recruitment • Silo’s of 3 distinct business functions without much interaction • No consistent process or technology • Lacking a clear EVP for the external market #intalent
- 18. Landscape prior toApril 2015 Implications: • No clear guidelines or expectations for function and business • Inconsistent hiring experience • Poor resource optimisation • Low credibility with the business • Low governance and potential risks to the business • Unsustainable and inefficient model that required change #intalent
- 19. Group Talent Acquisition3 year roadmap FY 2017 FY 2016 FY 2015 Building the Foundation & Consolidation ALIGN and FOCUS Embedding & Driving Further Cost Savings ENABLEMENT Focus on execution to increase overall quality, reduce cost & increase satisfaction & retention CONTINUOUS IMPROVEMENT Strategy & Operating Model Team Structure & Capability Policy Process & Metrics System & Supplier Management Taking an approach to align and focus, enable and improve formed the milestones of the strategic vision for Group Talent Acquisition. #intalent
- 20. A management focushas been placed on transforming policy, process, people and systems in order to build one global talent acquisition function. Management focus for last 10 months SUCCESS INDICATORS • Faster Time To Hire • Overall Cost of hires to start coming down • Improved Quality of Hires • Improved Customer Service to Business Recruitment & Selection Refer A Friend Types of Employment (Contractor policy consolidated into one) Service Proposition Sourcing Interviewing Offers / Onboarding Communication Roles & Responsibilities Lift Capability Organization structure One HR Dashboard/Metrics Channels Assessments Social Media Policy Process People Technology #intalent
- 21. As at Feb15 , NCS TBI = 13%, Optus TBI = 14% Talent Brand Reach Talent that is familiar with us as an employer Talent Brand Engagement Talent that is interested in us as an employer Viewing employer profiles Connecting with your employees Researching company and career pages Following your company Viewing jobs and applying 23% (at Feb 2015) Talent engagement as measured by LinkedIn’s Talent Brand Index (TBI) 623K Reached members 144K engaged members Talent Brand Index = Talent Brand Engagement Talent Brand Reach = at Feb 2015 Exceed FY2015 target by 2 ppt #intalent
- 22. Initiatives: • Change workshops • Starting of a dedicated sourcing team and piloting of talent pools • Secondments, Peer mentoring • Project plan with LinkedIn on specific tools and leverage • TAO set up and automation and simplification are key • Commercial metrics for TA team and Business Opportunities & Initiatives FY2016 Opportunity Areas: Team Structure & Capability Social Media Processes & Metrics Branding & Recruitment Marketing Talent Pools #intalent
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