AUSTRALIA BELGIUM BRAZIL CHINA FRANCE GERMANY HONG KONG INDONESIA IRELAND JAPAN LUXEMBOURG MALAYSIA NETHERLANDS NEW ZEALAND SINGAPORE SOUTH AFRICA SOUTH KOREA SPAIN SWITZERLAND TAIWAN THAILAND UAE UNITED KINGDOM UNITED STATES VIETNAM INCREASING ORGANISATIONAL EFFECTIVENESS IN A TALENT SHORT MARKET Marija Potter, Managing Consultant, IBM

The Realities of a Talent Short Market Increasing Organisational Tenure Critically Reviewing your Talent Strategy Emerging trends in Recruitment: sourcing, attraction, assessment AGENDA

ARE WE CURRENTLY FACING A TALENT SHORTAGE?

IS THERE A TALENT SHORTAGE? – Robert Walters

Effects of a Talent Short Market  Decreased productivity  Damaged reputation  Reduced growth and new sales  Increased turnover

EMERGING TRENDS IN RECRUITMENT: SOURCING, ATTRACTION, SELECTION

Candidate Sourcing Candidate Attraction “Culture eats strategy for breakfast” Richard Plepler, CEO of HBO

Going social: CHROs are in the early days of applying social approaches within the organisation

CASE STUDY: IBM – Social Business Social Media attraction ‘Soon to be Blue’ ‘New to Blue’ ‘Connections’

Social Business is delivering better results Improve Customer Service Can achieve 5% reduction in customer defection rate increasing profits by up to 68% (2) Speed up Product Development Can develop and bring new products to market in 1/3 time (3) Increase Sales Can increase sales manager revenue by 40% and improve efficiency by up to 50% (1) Better Marketing Can achieve 100% increase in market exposure (4) Maximize Productivity Can retain the knowledge of seasonal staff within the company, and thus increase customer satisfaction in our resorts (7) Reduce Employee Turnover Can reduce turnover, highly engaged employees are 87% less likely to leave their organizations than highly disengaged employees (5) Increase Visibility Can increases website traffic by 145 million visits (6)

Candidate Selection Over 30,000 hires per year turnover reduced by 2%

“Two-thirds of hiring managers struggled to attract candidates with the right technical knowledge” Robert Walters

INCREASING ORGANISATIONAL RETENTION & ENGAGEMENT

Top 5 drivers to sustainable engagement - Towers Watson LEADERSHIP STRESS, BALANCE, WORKLOAD GOALS & OBJECTIVES SUPERVISORS ORGANISATIONS IMAGE

Critically reviewing your talent strategy  What is the scale of your talent shortage now and in the future?  Are your current sourcing, attraction and selection methods solving the problem?  Should you be taking advantage of new/emerging methodologies?  What is your current approach to employee retention? Are you retaining your talent?  Does your attraction, selection and retention activities combine to make an effective talent shortage strategy?

Towers Watson, 2012

QUESTIONS?