1. Attracting and retaining talent
Elanie Kruger, Head of Talent Acquisition
Nick Thomson, Solutions Development Director

2. The talent crisis
“ Any organisation has to become as efficient and effective as possible, and can do so by using, not wasting - talent more effectively,…”
“Instead of the war for talent, I would call today’s challenge, the waste of talent”
Dr John Sullivan

3. Why is there a crisis? The supply of talent is changing
Ageing population
The changing mindset
Loyalty has been redefined

4. What UK research shows?
By the age of 25, most people can expect to experience 4 different jobs compared to 2, 20 years ago
20% of the workforce are working mothers and 80% of growth in the workforce till 2010 is anticipated to be women
10% reduction in workforce aged by 2010
Growing tendency to shift from time spent at work to quality of contribution made whilst at work
International competition for labour due to global shortages
Increased focus on individual needs reflective of an increasingly diverse workforce
25% of employees leave within twelve months
The attitudes and behaviour of senior management as well as their capabilities and knowledge are key enablers in 70% of any change/re-organisation process.

5. Taking the lead
We have to acquire and retain top talent quickly and cost effectively

6. Our approach to talent management
We believe that our focus in terms of talent management should not be limited to attracting and engaging talented people to join our organisation but to harness internal talent at all levels rigorously developing and deploying employees to ensure enhanced capability, minimised vulnerabilities and improved business performance.

7. How do we manage talent? Capability gap
Build & develop,
engage and
leverage existing employees
Attract the required capabilities and cultural fit
Retain high-performing, high-engaging employees

8. How do we manage talent? Engagement Capability gap
Build & develop,
engage and
leverage existing employees
Attract the required capabilities and cultural fit
Engagement
Retain high-performing, high-engaging employees

9. What is Engagement? Engagement Know what to do… Can do… Build
Leverage
Want to do it…

10. Attitude about the business
How do we manage talent?
Attitude to
the Job
Most critical needs Current work situation
What I want out of a job…
The relationship I desire with my manager…
The work situation I prefer…
The type of organisation I want to be part of…
The role
Manager actions
The work environment
Organisation
characteristics
FIT
Attitude about the business

11. Frightening facts
40% of recruitment decisions are actually made on the basis of appearance alone
Research shows that every manager or professional who resigns costs a company up to 18 month’s salary

12. Potential development
Talent Management
Ceridian standards
What we value?
How we want you to behave?
The competencies you should have for a role?
Job profile
Talent Acquisition
Individual
profile
Your potential/ability? (past experience/performance)
The potential employee
Personal attributes/natural competence
Potential development
Past experience/acquired competence
Past achievements/adapted competence

13. Want to do it (engagement)
Talent Management
Ceridian standards
Know what to do
What we value?
Can do
How we want you to behave?
The competencies you should have for a role?
Job profile
Individual
profile
Your potential/ability? (past experience/performance)
Want to do it (engagement)
The potential employee

14. Talent build, leveraging and engagement
Ceridian standards
Ceridian
expectations
Succession planning
What we value?
How we want you to behave?
The competencies you should have for a role?
Job profile
Development & growth
Your potential/ability? (past experience/performance)
Your Ceridian contribution (i.e. your value add in terms of behaviour (conduct) and goal attainment
Individual
profile
Career
planning
Individual expectations
The employee

15. Taking the lead – the latest trends
Is your resourcing strategy linked to your business strategy?
Are you flexible in your approach? Potential, migrant workers, reward
Do you make use of prioritisation? High impact, mission critical positions
Do you optimise your competency framework?
Do you make use of different assessment methodologies?
Do you measure quality of hire?
Do you know the needs of your employees?
Does your recruitment technology enhance your processes?

16. The talent acquisition maxim
“Let technology aid differentiation, not drive it.”

17. Taking the lead Taleo Research 2007 0% 10% 20% 30% 40% 50% 60% 70% 80%
90%
100%
1998
1999
2000
2001
2002
2003
No corporate
website
No corporate career
Corporate career
Taleo Research 2007

18. Traditional recruitment model
High cost
First choice
Recruitment agencies
Paper-based advertising/events
Online attraction strategy
Reputation management
The main point to get across from the next to slides is the traditional model of corporate recruitment is to use the easiest (but most expensive first) recruitment method. The aim is to help turn the triangle the other way up and promote the use of talent banking and direct sourcing first. Some clients may already have started this process and hence the reason why there is significant differential in the prices which can be charged depending on how far they have got. Either way we will help them get further along in this process by using the software and implementing a strategy to allow this to occur
ERP*
Talent bank
Last choice
Low cost
*Employer referral scheme

19. Professional recruitment model
Low cost
First choice
Talent bank
ERP*
Reputation management
Online attraction strategy
Paper-based advertising/events
Recruitment agencies
Last choice
High cost
*Employer referral scheme

20. The technology Recruitment manager Career site 1 Graduates
Developing a collaborative hub around which all recruitment activity can flow.
Agency 1
Agency 2
Agency 3
Recruitment manager
Job board 1
Job board 2
Job board 3
Career site 1 Graduates
Career site 2 General
Offline media Banner Adverts

21. Source: 2006 Recruiting Metrics and Performance Benchmark Report
Room for improvement?
Interview experience
16%
Job description
19%
Orientation 2%
Scheduling
interviews 5%
Offer
Pre-employment 7%
Communication &
follow up
46%
We could spend an age describing the recruitment functionality and what it does. However I don’t want to drive the only part of the audience who are still into a deep sleep. So instead I would prefer to try and put the whole process in context by considering where candidates feel the process needs to be improved and then I will discuss how we strive to improve these areas with the right combination of technology and process.
Source: 2006 Recruiting Metrics and Performance Benchmark Report

22. Communication & follow Up (46%)
Aim
Develop informative, content rich career sites
Personalised content for each candidate
Each and every candidate communicated with
Visibility to the process. Where am I? What happens next?
Engage as efficiently with agencies as you do candidates
Technology
Easily content manage career site
Mail merge communication templates
Automated rejection process
, documents & SMS
Integrated engine
Record of every communication sent and received
Online agency management
Process
Advice and support in developing career site content.
Incorporate branding message into every sent
Send and SMS concurrently
Communication & Follow Up – 46% of candidates
Aim –Technology -
Process

23. Job description (19%) Aim Attractive, informative and concise
Limit adverts to a maximum of 5000 characters
Drive the audience to view job descriptions
Remember who you are competing against
Technology
Build a bank of position templates
Ability to provide a job specification download
Monitor web viewing statistics
Distribution of job description to all recruitment sources.
Process
Advice on writing copy for adverts
Advice on wording of competencies
Who should freehand and who should not?
Need to think of a weird competency which

24. Interview experience & scheduling (21%)
Aim
Ensure all candidates are informed
Assess all candidates against appropriate criteria
Drive assessment online to ensure quality
Technology
Record all interview events, attendees and outcomes
Production of communications ( , Doc, SMS)
Online Interview Booking (Due Summer ’07)
Bespoke application form questions
Integrated online psychometric testing
Process
Advice on the management of interview events
Advice on application of competency based interviewing
Send text messages to all attendees prior to event
Okay spent
All for nought

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