Moving to a Direct Sourcing Model

Marie Moynihan Vice President Global Talent Acquisition at Dell

Rachel Bowman Head of Resourcing at Royal Bank of Scotland Group

TALENT CONNECT 2012

Our customers Serving millions of people in 180 countries +  95% of global Fortune

500 companies +  10 million small

businesses +  400,000 classrooms +  Every G20 government +  200,000 physicians +  75,000 channel partners +  60,000 retail locations +  120,000+ Dell systems

shipped each day

Our people More than 107,000 team members across the globe More than 15,500 team members on 30+ sites in EMEA

Our purpose Delivering technology solutions that enable people everywhere to grow and thrive

2

Dell today

Our FY12 financial results $62.1 billion total revenue 30% of revenue and 46% of gross margin generated by Enterprise Solutions & Services

TALENT CONNECT 2012

The Case for Change in TA

3 Confidential 31/10/2012

TALENT CONNECT 2012 Confidential 4

Internal

Global Org

Higher skill sets

Passive Candidates Brand

Cost Pressure

Social media

Talent want to know us

Authentic Networked

Self driven

External

TALENT CONNECT 2012

Talent Acquisition – Globally Organised

Americas

EMEA

India

APJ

GTA Global Leader: Marie Moynihan

Global COE Global UR Global M &A

TALENT CONNECT 2012

Defining the Value Proposition

6 Confidential 31/10/2012

TALENT CONNECT 2012

Aligning Our Message (Employee Value Proposition)

Career & Development Opportunities

Collaborative Relationships

Benefits & Rewards

Entrepreneurial & Innovative spirit

Our community & life balance

Diverse & Inclusive culture

Great Place to

Work

TALENT CONNECT 2012

What Attracts Candidates to Dell? Based on what they tell us…..top reasons are:

Career Opportunities The job is compelling, interesting and will challenge me

Stability Dell has solid strategy and will be around for awhile

Development Dell is able to develop & grow my career over time

Compensation Dell has an attractive C&B program

Technology Dell is viewed as a leader in their technology

Respect and Recognition Dell provides me with information, flexibility, feedback and recognition

New hire feedback

2012

TALENT CONNECT 2012

Outreach and Attraction

TALENT CONNECT 2012

Online Improvements

Careers Website www.dell.com/careers •  Fewer clicks to get to jobs

•  Updated content with rich EVP copy & “storytron”

•  Actual team members featured – relevant & real

•  Multimedia – can be shared, retweeted, etc. •  Info-graphics

Search Engine Optimization

Goal: To meet and exceed our candidates expectations of a truly positive and informative online experience

Jobs.dell.com •  Job searching quick & efficient •  Attracts candidates directly from web searching

(including those not using Dell as a keyword) •  Job Alert capability •  1.5 million visits annually! •  Robust social media capability including LinkedIn

‘jobs you may be interested in’

TALENT CONNECT 2012

Heavily invested in LinkedIN as a core sourcing tool

•  200+ core licenses give us ability to target key skillsets and networks across the globe

•  Strong use of Dell’s 85,000 members to build pipelines

•  Tracking of talent inflows and outflows vs. competitors

Invested in sourcing experts in every Dell region

•  Recruiters have search agency backgrounds

•  Focus on hard-to-fill and strategic positions

•  Utilize new CRM tool (Avature) to track contacts, conversations and follow up actions

Continued focus and improvements to Employee Referral Program

•  Our #1 source of hire is our team member referrals/networks •  30-40% of hires each year are direct referrals •  Upgraded and updated referral grid for global consistency and ease •  Investing in improved social media capability to improve usage

Direct Sourcing Investments

TALENT CONNECT 2012

Tracking our progress –Reporting Portal (Weekly/monthly progress)

TALENT CONNECT 2012

Results to date

13 Confidential 31/10/2012

TALENT CONNECT 2012

Key Results – shifting from external costs to more efficient internal sourcing

18362 13801

7141 9995

0

5000

10000

15000

20000

25000

30000

FY11 FY12

IG + hires

Up to IG

•  25,000 external hires per year •  Increasing complexity •  13,000 internal fills per year •  38,000 total requisitions filled

each year! •  Days to fill = 48 average

28% IG+

42% IG+

External Hires Outside Agency Spend – Non Executive

Significant reduction in use and costs of outside agencies over past 18 months

TALENT CONNECT 2012

Success Indicators in the Marketplace New Applications Dell receives approximately 50,000 new applications each month

Online Traffic Total online reach has more than doubled since Q1 FY12. In Q2 FY13 alone online reach exceeded 1.6 million visitors.

Search Engine Optimisation Since launching jobs.dell.com in March 2011, the site has received almost three million visits. Over 160,000 of those visits are a result of searches on the web where Dell was not a keyword.

Referrals 15,000 – 25,000 active referrals are in our Applicant Tracking system at any given moment Over 30% of our external hires come from referrals

Facebook With 4 Careers Facebook pages supporting our regions and UR and over 110,000 followers, Dell has one of the greatest Careers Facebook followings in the industry

LinkedIn Over 2,000 hires directly impacted by LinkedIn since Q1FY12 Over 80,000 clicks onto the LinkedIn Career page in last 12 months

TALENT CONNECT 2012 31/10/2012

  Direct sourcing provides many advantages   a deeper understanding of the business   a more compelling sale   on going IP   a better hiring manager/candidate experience   a better value solution at scale

  It requires   strong investment in tools including Social media   on going investment in training   a strong base of committed Talent Acquisition professionals   who have a real desire to source/outreach   an ability to measure ROI on investments

In Summary

The RBS Story – Functional Recruitment Rachel Bowman Head of Resourcing, Functional Specialist, RBS

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TALENT CONNECT 2012

Building a Direct Sourcing Team

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Resourcing Consultant

Manage end

to end lifecycle of recruitment

process

Channels: Agency Online Print

Referral Programme

Own Networks

Direct Sourcing

Consultant

Manage end to end

lifecycle of recruitment

process

Channels:

Direct only!

2011

Direct Sourcer

Channels: Own networks

Online CV Databases

LinkedIn

Resourcing Consultant Manage end

to end lifecycle of recruitment

process

Channels: Agency Online Print

Referral Programme

Own networks Direct Sourcing

Team

Market Mapping

2012

TALENT CONNECT 2012

3 Service Levels

19

Direct Sourcer to find CVs

Collect Market Intel and provide to

Resourcing Consultant

Resourcing Consultant completes

shortlist

Direct Sourcer to submit CVs

to Resourcing Consultant

Direct Sourcer to find CVs

Qualify Candidates (salary info/ notice

period)

Resourcing Consultant completes

shortlist

Resourcing Consultant to

call candidate for

a deeper dive

Screening calls

Fully Qualify Candidates

Direct Sourcer or market mapper to complete

Screening calls

Direct Sourcer & Market

Mapping to find CVs

Direct Sourcer

completes shortlist

CV/ Profile Only

Level 1

Basic Screening

Level 2

Advanced Screening

Level 3

Increasing Salary/N

iche Role

TALENT CONNECT 2012

Challenges

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The model isn’t without it’s challenges:

-  Getting the business and Resourcing Consultants to feedback in a timely fashion on passive candidates

-  Getting the licence to operate, sometimes the business put roles to agencies

-  Managing the talent pipelines we are developing

-  Admin!

TALENT CONNECT 2012

Results

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Source Data - Functional Specialist

0%

10%

20%

30%

40%

50%

60%

70%

80%

March

April

MayJu

ne July

Augus

t

Septem

ber

Octobe

r

Novem

ber

Decem

ber

Janu

ary

Febru

ary

March

April

MayJu

ne July

Augus

t

%

3rd Party Suppliers

ERP

Offline Channels

Online Channels

Direct Sourcing

2011 2012

TALENT CONNECT 2012

Group Brainstorming

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1. What is the best structure to implement a direct sourcing model – full life cycle recruiter or Sourcer/Recruiter model? 2. How do you get buy in for this change in strategy from C Level? 3. How do you get recruiters really engaged in a direct sourcing model? 4. How do you calculate the ROI of an existing direct sourcing strategy?

In groups of 8 – 10, think about the question the group are allocated from the list below

Document your key thoughts

As a group, be prepared to present back your top 3 thoughts/points of learning