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How to Revolutionise your In-House Executive Search Function
14 September 2016 How to Revolutionise your In-House Executive Search Function Rebecca Foden & Charlotte Lamping
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The Agenda Our business WWW – What’s working well... World-class focus
Rivalling the search firm’s process & competing most effectively on delivery EBI – Even better if... Innovating our function and transitioning to world-class Search techniques and accessing top talent Measuring our value... Whilst every organisation is different, there are some similarities among every organisation.
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World Class – In-house Search
HR Recruitment Hub World Class – In-house Search Business case development ROI Cost Avoidance Diversity Aligned to top level business strategy 81% sourced in-house Continuous improvement Industry Benchmarking Technology Innovation In-house researchers & recruiter manage 8 requisitions at any one time Executive resourcing team of 7 Typically 62 hires p/a All research (mapping) is facilitated in-house Salaries c. £120k upwards 92% retention rate of hires £200m global cost saving Use industry specific software such as File finder Transactional service charges now charged back to business cost centres of 5% for every role Centralisation of executive recruitment offering, partnering with stakeholders and all exec search firms managed by team How we have rivalled Retained Search Stop An example of world class organisation’s exec function Pilots and continual advocacy building Chief Procurement Officer role managed in-house Strongest representation of female candidates at interview stage & longlist Provision of longlists to potential HMs to demonstrate capability Influencers MI Internal Advocacy Highly responsive Clearly defined service outside of BAU recruitment ER Nov 14 – 100% of roles sourced by retained search firms externally
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Our Process Week 1 – 2 Briefing Meeting
Present and Agree Search Strategy Conduct Initial Talent Scan of Internal and External Candidates, Gain Insider Opinion Present fulfilment strategy and agree Target List Present Longlist Contact and Screen Candidates Week 2-3 Weekly progress reporting Gather Feedback & Build Relationship On-board Extend Offer Salary Benchmarking & Mayoral Approval to Hire Stage 2 Formal Interviews Stage 1 Fireside Chat / informal Interview Present Shortlist & review of candidates Week 10 Week 4-6 Week 6-8
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Future proofing our function
Industry TfL 2015 2016 Time to Offer (Days) 99 97 79 70 Candidates/hire 5.4 5.5 6 Female Hires % 35 34 20 37 Minority Hires % 28 18 33 Completion Rate 91 83 TBC INDUSTRY GROUPS EXTERNAL BENCHMARKING (surveys, white papers) INTERNAL TECHNOLOGY (video / skype interviewing, social media, ATS) SHARING BEST PRACTICE INFLUENCE Engagement in HR programmes (Talent, Internal Moves) Exec Resourcing EXTERNAL SERVICE Upskilling BAU team & promoting best practice KNOWLEDGE Business insight and insider opinion RELATIONSHIPS (Senior Leaders /Hires, HR, Reward)
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Org Charts, Attendee Lists
Our Sourcing Strategy You Tube Career Page Job Posting SAE LinkedIn Aggregators First priority Internals Sourcing Strategy Social Musts Talent Pooling ATS Referrals Executive Resourcing Blog Phone Sourcing, Events, Org Charts, Attendee Lists Power Lists Professional Assocs Insider Opinion Competitors Target Orgs Smart Sourcing BAU Recruitment X-Ray Events Direct Sourcing Whilst every organisation is different, there are some similarities among every organisation.
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Headhunting Techniques
Board Trustee for London Transport Museum Candidates with a strong background in education, apprenticeships and youth skills and employability programmes for a Board Member Position. Linkedin searching Referrals X-Ray searches Industry sites (i.e. education forums) Company websites (NED / Board Lists) Award nominations and event attendee lists UK Power lists 2015/16
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Value Add of Our Operating Model
Cost Avoidance Diversity Promotion Velocity Excellent Completion Rates Time to hire Surveys to Improve Service Repeat Business Hiring from protected groups 48% 163 days Industry B/M 82 days TfL 81% In-House Recruiting Results £1,1m We are partnering with our stakeholders on driving our talent acquisition strategy and employer branding. We are waiting on our latest calibration from our Maximising Potential framework to determine lateral or vertical movement over the last 18 months, All feedback is obtained informally. We are in the process of introducing an automated workflow for both hiring managers and candidates.
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