How To Get A Job At A Company

Transcription

1 Follow us: #LINKUS13 From order taking to decision influencing: Transforming your recruiting function for strategic impact

2 Follow us: #LINKUS13 Agenda What is a Talent Advisor? How do you Build Talent Advisor Skills? How Can we Ensure Learning Adoption? 2

3 Follow us: #LINKUS13 Presenters Caitlin McLaughlin Senior Vice President, Director of Talent Acquisition, PNC Donna Weiss Managing Director, HR Practice, CEB Raul Valentin Vice President Talent Acquisition, Comcast 3

4 Follow us: #LINKUS13 May 9, 2013 Donna Weiss Managing Director, HR Practice, CEB 4

5 Business leaders seek talent advice Business Leaders Seeking Talent Advice Percentage of CEOs Who Want Talent Insight from Talent Managers to Inform Investment Decisions Recruiting Proactively Helps Shape Not Just Follow Business Strategy for My Part of the Organization Senior Business Leaders 67% Agree 15% Agree Source: PricewaterhouseCoopers, 15th Annual Global CEO Survey 2012, accessed 25 May 2012, 15th-global-pwc-ceo-survey.pdf. Source: CEB, Global Recruiting Effectiveness Survey, Source: Realizing Recruiting Success in a Global Environment, CEB Recruiting. 5

6 Recruiter profiles matter most Relative Impact of Major Recruiting Enablers on Quality of Hire Percentage of Impact Explained Recruiter Profiles Management and Support Infrastructure Attitudes Experiences Skills Sets Development Performance Management Workload Budget Spend Structure Technology Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 6

7 Move beyond process mastery to strategic influence Relative Impact of Recruiter Capabilities on Recruiter Performance Percentage of Impact Explained 52% 33% 15% 19% The percentage of recruiters who currently qualify as Talent Advisors. Process Expert Pipeline Manager Strategic Advisor Differentiating Talent Advisor Capabilities Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 7

8 Talent advisor defined Talent Advisors are decision-influencers, not order-takers. They earn the right to influence by informing staffing decisions with acute knowledge of the organization and deep expertise of external markets. Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 8

9 Expertise earns the right to influence Talent Advisor Defined (ta-lant ad-vīzar) noun: Talent Advisors are decision-influencers, not order-takers. They earn the right to influence by informing staffing decisions with acute knowledge of the organization and deep expertise of external markets. Critical demand side capabilities Critical supply side capabilities Order takers Trust hiring manager assumptions Fill requisitions effectively Drive for satisfaction Firm-Wide Talent Strategy Knowledge Firm- Specific Business Acumen Hiring Manager Persuasion Labor Market Expertise Lead Generation Decision influencers Challenge hiring manager assumptions Frame requisitions strategically Drive for impact Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 9

10 Good (enough) on process, room to run on talent advisor capabilities Relative Impact on Recruiter Performance By Captured and Uncaptured Benefit Based on Recruiter Proficiency 52% 26% How to Read the Chart Total Relative Impact The total relative impact of moving recruiters from low to advanced proficiency Uncaptured Impact Impact not captured by the average recruiter 33% 17% 26% Captured Impact Impact already captured by the average recruiter 15% 13% 2% 16% 15% 48% Process Expert Pipeline Manager Strategic Advisor Differentiating Talent Advisor Capabilities Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 10

11 What talent advisors do differently Impact of Talent Advisor Capabilities on Recruiter Performance Firm-Wide Talent Strategy Knowledge 20% Hiring Manager Persuasion Labor Market Expertise Lead Generation Firm-Specific Business Acumen Candidate Assessment/Selection Needs Definition/Job Intake 17% 16% 16% 15% 14% 14% Understanding Job Requirements Strategic Sourcing Candidate Conversion Web 2.0 Skills Client-Specific Business Acumen Candidate Interaction General Business Acumen 12% 12% 11% 10% 10% 9% 8% Strategic Advisor Capabilities Pipeline Manager Capabilities Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 11

12 A comparison of two approaches Average Recruiter s Approach to a Requisition Needs Definition Asks standard questions about the position Sourcing Uses traditional sourcing channels he is familiar with Selection Provides hiring manager with as many candidates as necessary until she is satisfied Post-Hire Receives a good satisfaction score from the hiring manager Trusts the hiring manager s assumptions Fills requisitions efficiently Drives for satisfaction Talent Advisor s Approach to a Requisition Needs Definition Asks probing and clarifying questions to reframe problematic profile requirements Sourcing Identifies highpotential passive candidates and convinces them to apply Selection Challenges hiring manager to interview and hire non- traditional candidates for the position Post-Hire Reduces turnover in the position and earns her hiring manager s confidence Challenges hiring manager assumptions Frames requisitions strategically Drives for impact Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 12

13 Follow us: #LINKUS13 May 9, 2013 Caitlin McLaughlin Senior Vice President, Director of Talent Acquisition, The PNC Financial Services Group 13

14 PNC Overview One of the nation s largest diversified financial services organizations Employees: More than 57,000 Customers: Approx. 6.3 million retail customers Locations: Approx. 2,900 branches in 19 states and the District of Columbia Approx. 7,200 ATMs Residential Mortgage Banking covers retail banking footprint with additional offices across the U.S. Retail Banking Footprint approx 2,900 branches 7,200 ATMS Asset Management offices are located primarily in the retail footprint Corporate & Institutional Banking offices are located nationwide as well as in Toronto, Canada specializing in: Real Estate Finance Asset-Based Lending Treasury Management 14

15 Talent Acquisition Stats Total Applicants 680,704 Met or Exceeded all Diversity and Military objectives in all LOB s Total Interviews 62,454 Hires: 22,169 Internal: 9,035 (41%) External: 13,134 (59%) Internal Placement Team redeployed 441 displaced employees Augment hiring with RPO provides on demand support for hiring needs Average Time to Fill High Volume: 45 Days (Operations, Call Center, Tellers) Professional: 60 Days (Managers, Specialists, Technologists) Employee Engagement within Talent Acquisition 4.10 out of 5 (2011) 4.39 out of 5 (2012) 15

16 Our Talent Acquisition Model PMO CRC Recruiting Teams Campus Executive Recruiting Recruiting Operations & Admin 16

17 Centralized Resource Center Our CRC supports all recruiting teams throughout several parts of our recruiting cycle. Screening Filters candidates to identify only qualified candidates to present to recruiters Focus on candidate experience Drives our posting strategy Pipeline Building Passive Recruiting Strategy Sourcing Acts as an in house search firm Centralized management of search firm activity Drives passive strategy for most niche positions SWAT Team consists of full cycle and sourcing recruiters to support spikes in need Manages our FLEX Model Internal Placement Recruiting Monitors overall recruiter capacity BUILDING FOR THE FUTURE 17

18 Follow us: #LINKUS13 May 9, 2013 Raul Valentin Vice President Talent Acquisition, Comcast 18

19 Talent Acquisition 19

20 Comcast Evolution 1963 Founded in Tupelo, Mississippi by Ralph Roberts, with an initial 1,200 customers 1986 Customer base doubled in size to 1.2 million subscribers 2002 Acquired AT&T Broadband and became nation s largest cable provider 2009 Launch of the Comcast Customer Guarantee and an improved customer experience 2010 Introduced XFINITY, our service and technology platform delivering high-quality TV, Internet, and voice 1972 First public stock offering on NASDAQ Stock Symbols Today: NASDAQ: CMCSA, CMCSK 1994 Became the third largest cable operator with approximately 3.3 million subscribers 2008 Made significant investments in innovation with Cavalry and DOCSIS Redefined our common purpose (Credo) 2011 Completed our transaction with GE to acquire majority interest in NBCUniversal Talent Acquisition 20

21 A Fortune 50 Company with 2012 Revenue of $56B Uniquely Positioned in the Intersection between Media + Technology Cable Communications 65% of Total Revenue Broadcast Film Cable Networks 11% 15% 8% Parks 1% XFINITY TV XFINITY Internet XFINITY Voice * Other Digital and Other * * * * * Note: LTM Pro Forma Revenue mix percentages are pre-corporate overhead and inter-company eliminations. *Minority interest and/or non-controlling interest. Talent Acquisition 21

22 Comcast Talent Acquisi1on Vision and Mission Comcast Credo We will deliver a superior experience to our customers every day. Our products will be the best and we will offer the most customer- friendly and reliable service in the market. Vision To recruit the best talent to the intersecbon of media and technology Mission Pillars People Process Partnership Profitability AEract, source and select the best talent. Foster an environment that delivers professional development and innovabon within Talent AcquisiBon Provide a differenbated experience that leads to improved "customer" and "candidate" loyalty, establishing Comcast as an employer of choice Educate and empower leaders in recruitment strategies which results in their ability to meet and exceed business objecbves Operate as a business with a focus on fiscal responsibility and demonstrabng an investment approach to our acbons Measures RaBo of FTE vs. Contractor Quality of Hire Training (Delivered vs. Planned) Improved Credo Scores KPI s TAOS metrics Survey Scores Survey Scores Diversity Hiring Cost per hire Time to fill RetenBon rates Talent AcquisiBon 22

23 FuncBonal Leads Program Mgt./BU Recruitment Function Sales CARE HQ Recruitment ExecuBon Innovation & Technology Cable HQ, Corp Functions Field Recruitment ExecuBon Division Channel Leads Channel Spotlight Bus. Services DSR Inbound Retail NCO CAE SLCOE XHCO NETO Mobility Solutions T&P HR Finance Legal Cable Divisions Enterprise Standards, SME, Compliance, Scalable solubons Candidate Care & Process Military & Campus Diversity MarkeBng & Branding Systems & Compliance Strategic Sourcing ExecuBve Search Senior Director, Talent Acquisi1on (Cable HQ/Corporate) Execu1ve Director, Military & Campus Channel Director, Talent Acquisi1on (NE&TO) Director, Recruitment Marke1ng & Branding Director, Talent Opera1ons Senior Director, Talent Acquisi1on (NCO, Spotlight, SMU) VP, Comcast Execu1ve Search (CES)

24 The importance of exposure and reflection On-the-Job Learning: Importance of Combining Exposure and Reflection Impact on Talent Advisor Proficiency (Indexed) Low Exposure to High-Impact On-the- Job Experiences High Exposure to High-Impact On-the- Job Experiences High Exposure to High-Impact On-the- Job Experiences + Reflection Two Key Questions: 1. What are the high-impact on-the-job experiences recruiters need to become Talent Advisors? 2. How can we encourage recruiters to reflect on their experiences to accelerate development? Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 24

25 Reflection neglection What You Wanted to Learn From Them Beforehand? Percentage of Recruiters "How You Could Best Use What You Learned Afterwards? Percentage of Recruiters 27% Agree or strongly agree 45% Agree or strongly agree Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 25

26 Continuing education through on-the-job experience CEB Recruiting s Categories of On-the-Job Learning Experiences for Talent Advisor Capabilities Access to Best Practice Scope Expansion Change and Adversity Challenging Relationships Persuading and Teaching Making Difficult Decisions Experiences that clearly demonstrate the right approach to a problem Experiences that increase the scope of recruiter responsibilities Situations that build flexibility to adapt to new situations Situations that develop widelyuseful relationship building skills Experiences where preparation is needed to communicate ideas Experiences where the cost of making mistakes forces deliberate reflection Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 26

27 In summary Current Realities Desire for Talent Advice Recruiting Implications Opportunity exists for all recruiters to better impact business decisions Recruiter Capabilities Matter Reflection (and learning) Neglection Ensure your teams are focused on the capabilities that matter most; take the time to ensure your team gets exposed to, and reflects on, experiences that push them to the next level Source: Building Next Generation Recruiter Capabilities, CEB Recruiting. 27

28 Follow us: #LINKUS13 Questions and contacts Donna Weiss 28