Seminar slides 25 5-11 v1

Seminar slides 25 5-11 v1

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  t 0845 257 1555 | e info@blueprint.uk.com | w blueprint.co.uk TITLE OF THIS PRESENTATION IS... THE RECRUITMENT MIX TRANSFORMING HIRING STRATEGY PREPARED BY: LUCY BUNYAN 25 th May 2011 t 0845 901 1661 | e info@blueprintconsulting.uk.com | w blueprintconsulting.uk.com
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  Multi-Location Manager HighStreet to HR Recruitment Team born! Technology Drive the Mix People & Process Development . LUCY BUNYAN RECRUITMENT MANAGER LEGAL & GENERAL
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  WHO ARE LEGAL & GENERAL Leading provider of risk, savings and investment management Celebrating 175 years of trading this year Employ c.7000 in the UK across 5 key sites Average period of service is in excess of 13 years In 2010 we recruited 2100 new hires including temps and contractors C.1400 were permanent hires Internal recruitment team of 17 organised by location A highly traditional, risk averse business Resistant to change but changing attitudes
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  OUR GUIDING PRINCIPLES The recruitment mix drives everything Continual Innovation Strategy The Internet has changed the balance of the supply and demand side markets There is nothing a supplier can do that we cannot do ourselves - Choose Be brave and be prepared to sound stupid; there are no wrong answers, just unasked questions Third party suppliers must be embraced Try anything once, but measure everything and fail fast Good recruitment isn’t rocket science, but it is hard work The key question is not ‘can we do it’ but ‘how do we do it’
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  OUR STARTING POSITION An early stage, highly enthusiastic but under skilled and under resourced internal team A recruiting team structured by location in an enterprise driven by business unit and job family organisational logics A failing partial outsource of temporary recruitment A ‘perception’ of recruitment team failure within HR and elements of the business A combative, master / servant relationship with business HR A ‘satisfied’ hiring manager community, but coming from a base of low expectations An internal drive for both cost and headcount reduction A belief that Recruitment is a strategic weapon not to be underestimated
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  WHAT WE SETOUT TO ACHIEVE Create a respected, advisory recruiting service to the business Establish and deliver against a detailed SLA with the business and HR Establish and communicate transparent Terms of Reference for the recruitment function Build a platform to develop the skills and expertise of the internal team Establish consistent best in class recruitment processes Build agility into the model to respond to market trends and demand shifts Communicate clear, consistent and transparent performance data and benchmark our contributions against ourselves and our competition Continually improve our service and our core metrics of quality, cost and time
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  OUR APPROACHImplementation The strategic review Creating a plan Measuring yesterday, today and tomorrow Building an effective internal team The role of outsourcing Supplier selection Procurement The concept of partnership
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  WHAT IS THE MIX? Anywhere that individuals or communities of potential candidates reside, interact, procure, communicate etc. The list of places and means is endless…..: l inked-in, social media & niche blogs job board ads & e-shots school partnerships & CSR work pay per click, pop ups & banners referrals agencies talent puzzle! Where, why and how do we generate our candidates to deliver our organisation’s strategic goals in the short, medium and long term, whilst delivering to our quality, cost, time and cultural performance targets?
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  EVALUATING THE MIX It’s not just channels to candidates; it’s the purpose of ‘the mix’ Impact is beyond quality, cost and time Control of your supply chain Control of your branding Defending against attrition The candidate experience The hiring manager experience The Recruitment Team’s experience
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  THE OUTSOURCE OPTION Don’t be constrained by propositions, outsourcing can be whatever you need it to be Outsourcing can be a catalyst for change and not always the long term goal Detail in the RFI and RFP documents are the key to an accurate business case Compare apples with apples If you don’t ask you don’t get Referencing is key Alignment and integration with the retained organisation is make or break
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  MEASURING SUCCESSTrend reporting and external benchmarking Financial measures Cost per hire & cost avoidance Quality measures Attrition & performance calibration Operational measures Time to hire & average status durations Strategic measures Contractor/temp/perm balance Soft measures Surveying & feedback
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  WHAT WE HAVE ACHIEVED SO FAR 2009 to 2010 year on year performance 105% increase in value of direct hire activity (67% increase from Q1 2010 to Q1 2011) 167% increase in the return on investment in recruitment spend 24% decrease in internal cost per hire 55% increase in total hires 43% increase in team productivity 41% reduction in time to hire 76% of permanent hires secured without the use of agencies
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  LESSONS LEARNTDon’t assume you are ‘all on the same page’ The approach to cost measurement can vary across the business Everyone has an agenda, including yourself Everything takes longer than you think Start with the data you have, not the data that you should have Use a formal project management methodology and a get PMO support Frame supplier Terms and Conditions to support strategic goals The devil really is in the detail Perception is more powerful than reality Don’t underestimate internal champions
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  THANK YOU