Implementing an Infrastructure to Transform Talent Acquisition

Implementing an Infrastructure to Transform Talent Acquisition

ERE Webinar Series – March 2009

Today’s DiscussionBalancing Strategy, Detail and the Real-world Challenges of Project Management

•Creating Ownership•Implementing Infrastructure•Key Learnings

WIFIM: You’ll gain the following:A proven approach; Specific objective

recommendations; Actual measured outcomes

Change Management

"640K ought to be enough for anybody."

Bill Gates, 1981

Southern Company

Employees: 26,421

Hires in 2007: 2054 external; 1864 internal; 400 temps - 714 exempt- 670 nonexempt- 670 craft labor

Average Service: 18 years

Average Age: 45 years

Turnover: 4.5% – 5%

Workforce Highlights

Apprentice Linemen

Plant Equipment Operators

Electricians

Craft Labor

Customer Service Representatives

Security Officers

Administrative Assts.

Plant, Lab, Chemical and Technicians

Non Exempt

Engineers

IT Professionals

Accountants & Financial Analysts

Designers

HR Professionals

Exempt

Our Situation…• Poor system performance and

reliability• Increased reliance on temporary

workers to handle manual / administrative tasks due to limited product functionality

• Difficult to easily gather, document and deliver promised metrics to customers

• Low adoption by hiring managers• Frustrated customers – resulting in

poor perception of Talent Acquisition and strained relationships with HR

Low customer satisfaction

Poor credibility

Exhausted team members

Not a career destination

Talent Acquisition

New Direction

Actions taken:– Leadership changes– New recruiting team

alignment– Created Operations

function• Technology & Vendor

Mgt• Metrics• Training

– Retained The Newman Group

• Organization Assessment

• ATS Support– ATS Project Approved,

Implemented & Launched

2005

2006

2007

Best in Class

2008

Step 1: Strategic Assessment

Collaboration

NeedsAnalysis

Process AlignmentTechnology Alignment

Structure Alignment

Interviews with key stakeholders

Evaluation of Talent

Alignment with the Business

Proximity to the

Business

Structure

Analyze recruiting processes

Alignment with business objectives

Identify inefficiencies and manual tasks

Customer Focus

Process

Asses impact of current platform

Address quick fixes

Identify future direction

Develop business case

Technology

Step 2: Vendor Evaluation

Technical Specs

Vendor Specs

Functional Specs

Request for Information

1.66

2.54

0.00

0.50

1.00

1.50

2.00

2.50

3.00

VirtualEdge Taleo

Composite Vendor Score

Product Demo & Hands on Testing

vendor vendor

Requirements Analysis

Full life cyclerecruiting

Reporting&

Metrics

GeneralFunctionality

Vendor Evaluation Team:(20 Members)

RecruitersHR Partners

ITHiring Managers

Aug 6, 2007 Mar 31, 2008

Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08

Project Planning

Application Design

HRMS Integration

Data Migration

ATS Implementation

Training and Go-Live

Application Testing

Step 3: Technology Implementation

“Pit of Despair”

“New ProjectExcitement”

“Not Again”

“CautiousOptimism”

Survival Toolbox:Comprehensive project planSub-committee project teams led by Core Team Members – accountabilityOver communicateStakeholder involvement – application design, testing, training phases

Em

oti

on

s

Project Timeline


PROJECT OBJECTIVES GOALS SUPPORTING PROJECT OBJECTIVES MEASUREMENTS

Hiring Manager Satisfaction measurements on req creation, product usefulness, quality of product featuresLaunch an award winning career website recognized by an independent industry groupIncrease the number of product features not previously offeredDeliver a product that allows recruiters greater management of full life cycle recruiting by reducing manual tasks

Deliver IVR application at Go-Live

Deliver career websites with direct access to OPCO jobs at Go-Live

Provide required reports and dashboards at Go-Live

Hiring Manager Satisfaction around ability to deliver measurements and reportingDeliver a TA Scorecard

Achieve 99% uptimeImproved system performance measurements

Meet budget targetMeet schedule target

To execute world-class talent acquisition strategies in partnership with our business units, through highly skilled employees, with the greatest return on investment.

VISION OF SOUTHERN COMPANY TALENT ACQUISITION

Accessibility & Ease of Use Deliver technology that allows greater access to our jobs through Interactive Voice Response (IVR) and improved Career websites

ATS Implementation Project Goals - Summary

Best-in-class Recruiting Technology

Deliver optimal service and value to our customers by implementing user-friendly, flexible, intuitive, efficient recruiting technology

Budget & Schedule Meet financial and schedule targets

Reporting & Metrics Deliver accurate and insightful data, reports, and metrics

System Reliability Achieve 99% uptime

Objectives, Alignment and Gaining Support







































"We're going to turn this team around 360 degrees."

Jason Kidd, upon his draft to the Dallas Mavericks

Get the right team in place

• Get outside of Recruiting/HR• Enroll your biggest critics• Strong Technical Team

Executive Sponsor

Steering Committee

Project Manager

Technical Team(Integrations)

Functional Core TeamOrganizational

Expertise

Program integrationsSingle Sign-On

Process; ConfigurationContent; Web Site;Testing; Training;Comm.; Reporting

Mgrs; HR partners; EEO; HR Service Center;

Recruiters

Project Implementation Team

Process; ConfigurationContent; Web Site;Testing; Training;Comm.; Reporting

Functional Core Team

• Full-time dedicated resources on Functional Team. Backfill with contractors.• Core team members lead sub teams• Recruiting owns the project• Resource continuity throughout transformation efforts

Tangible Impacts of Transformation

• Control over technology implementation

• Reorganize processes to improve candidate care

On time delivery

&

Under Budget

New Career SiteGuiding Principles:1. Target2. Engage3. Respect4. Inform

Additional Impacts of Transformation

• User adoption

• Optimized metrics for tracking recruiting performance

5% of our workforce applies to jobs each month

Requisition Creation

Recruiter95%

Hiring Mgr5%

Survey Says…


















• Met established goals

• 100% of Recruiters agreed that the transition to new ATS was successful.

• Executive Briefing generated “Champions” for the new product.

Putting it all together

Increase efficiencies

Assess technology

Determine Structure

Strategic Assessment

Requirements gathering

Product demo & sandbox

Formal and controlled

Vendor Evaluation

Project Plan

Design

Testing

Training

Change Management

ATS Implementation

Learn from us

10. Double the cost estimates you receive from vendors9. Eight months to implement; expect the unexpected8. Simplify things; Expect future phase projects7. Conduct reporting summit prior to product design6. Utilize core team to deliver training and support product5. Strong competent IT team if integrations are critical4. Utilize a consulting firm that specializes in this area3. Develop your project plan prior to vendor kick off2. Collaborate with the business throughout1. Full-time dedicated project core team

Don’t rely too much on the vendor or the consulting firm – it’s your product, you need to know how it works

Questions?

Rob Sunderland – [email protected]

Sean Kent – [email protected]

mailto:[email protected]

mailto:[email protected]