- Innovation in Staffing: The Future of Talent Development + Engagement
Innovation in Staffing: The Future of Talent Development + Engagement
Presentation from the ERE Expo 2011 Fall, presented by Amy Buck.
1. Building a Ferrari by Amy Buck9.11ERE 2. in no va tion1. Something new or different introduced.2. The act of innovating: introduction ofnew things or methods. 3. Roadblocks 4. Winning the race 5. 1. Build the (Agile)team This is your Ferrari, think horsepower 6. 2. Solve a businessproblem Urgency + Value 7. 3. Get a businesssponsorCredibility, Validation, Influence 8. 4. Provide the visionKnow the reason why 9. 5. Communicate:embrace the PurpleCow Bust through clutter, motivate to action 10. 6. Remove obstaclesto action Be prepared to do it for them 11. 7. Never let upTraditions die hard 12. 8. Make it stickWhat gets measuredgets managed 13. Real life exampleSIO and Cisco Talent Connection 14. SIO Organization SIO PortfolioR&D Delivery Common Services Sustaining Marketing/OA Business Analytics Technology 15. Complex Business EnvironmentWeb 2.0 COLLABORATION 50+ Market Adjacencies Collaborative LeadershipGlobalization Entering New Business Models 16. By theNumbers>4,000 Open opportunities 2%profiles completedSurvey: Almost 50% of employees sayBusiness Imperatives internal developmentopportunities areNOT available 17. Talent Connection Journey Back-doorCurrent manager/ Limited visibilityPost and pray interviews, notified staffingMy talentinto opportunities at applicationlimited involvement CurrentOpen Opt-inmanager Both managersmarketplace ofemployeesnotified after and staffing Cisco talent opportunitycontacted employee is as partnersvetted 18. How Talent Connection WorksManagersManagers / regularly engage Employees:in open If both hiring manager Managers: conversationsOnce a requisition and employee are with employeesinterested in moving for open position isregarding their forward in selection approved, it career automatically posts process,, employee development notifies current manageron CareerPath soopportunities and that employees canof decision to pursuetheir areas opportunity. see it and applyof interest. for it.Managers need toManagers:Then a Selection ensure that a hiring To augment the slateQualified candidates Meeting will be decision is made Employee creates of candidates who informationscheduled between thewithin 5 days of the CareerPath profile andapply, recruiters will sent to manager forhiring manager, currentSelection Meeting.opts in toalso search for review and decision onmanagerlearn more, recruiters candidates who have whether to interview.and recruiter.may contact. the skills andexpertise to matchInterviews take place. the position. 19. CommunicationsRTP Career FairVideo/Photo Contest GrassrootsTargeted Mass 20. Talent Connection Metrics EvolutionKPIs StabilizationSuccessStaffing StaffingProgramFocusedFocused FocusedExecution / ProgramExecution / ActivityActivityGoals &Based Based Objectives Drive the over-allPerformance Ensure ProcessSuccess of to ProcessStabilizationTalentConnection 21. Talent Connection Program SuccessMeasuresEnterprise Engagement/Adoption Enterprise Business Value As Presented in the Qtrly OPS Awareness Cost Avoidance/Savings Survey Cost Saving Elements Cost savings due to internal hires vs. external Web Hits hires Participation IT Cost Savings Profiles/Opt In (Open Market) Staffing Cost Savings Total Candidates Attached to Reduction in voluntary attrition Requisitions (Open Market) Reduction in Time to Fill = if the TCOperational SuccessEmployee Career Development Pulse Results (Yearly) Internal Recruitment effectiveness (% of total Staffing Career Growth survey question (linkreqs filled internally) to pulse score improvement) TC Hire = #of Hires that have gone through Promotions through TC (measureable careerthe TC Process (Search, Selection Mtg)growth through requisitions) Over-all Process Satisfaction % of reqs filled with employees with a TTF difference between Internal & Externalcompleted profileRequisitions 22. Success StoriesPilot & Beyond PilotLaunch> 3% employees performing below average participatedNo rush of low performing employees wanting new Internal reduced time to fill by 25 daysroles ~ 20% employees promoted into new role1330 requisitions filled internally in 3 months, 48% ofNo rush of employees wanting to be promotedopen reqs filled internallyHiring satisfaction increases 10% when recruiters100% manager participation in Selection meetings source employees 75% employees say TC effectively aided in career + 23% response when communications were targetedgrowth 23. The mechanicsStarting team2 yearsof 35 ended$150k comms with 111 market 8 off-sites1 launch partystudy $150k 60 program 3 launch dates recruiter reviewstraining 200+ HR1 Proto, 1500 speaking presentations global Pilot engagements 24. Fancy org names Hire marathon runners not sprinters Keep it simple 25. Build the Ferrari 26. Pre-race Checklist 1. Build your team 2. ID the business problem 3. Get your sponsor 4. Define the vision 5. Create your comms/OA plan 6. ID stakeholders & obstacles 7. Carbo load & test endurance 8. Measure and dont let up, accountability 27. Resources Our Iceberg is Melting, John Kotter Coaching Agile Teams, Lyssa Adkins Me, email@example.com