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Presentation from ERE Recruiting Conference 2013 by Dan Black and Larry Nash
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Teaching an Old Dog New Tricks
Creating Talent Management Efficiency and Effectiveness at a Large Organization
ERE Conference, April 2013
Page 2
Agenda
► Experienced/executive recruiting – going from good to great
► Campus recruiting – world class go to market approach
Experienced Recruiting
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Transforming experienced recruiting
► Objective► Evaluate existing model against current and future business
needs► Explore opportunities to increase value and improve
productivity► Listen to clients and experienced recruiting team ► Understand competition► Consider economic changes – how do we position recruiting
function to achieve greater success as needs increase
Page 5
What we heard
Strengths:► High quality people in recruiting► Strong knowledge of business► Great commitment and accessibility► High credibility with business
leaders► Quality of candidates is high► Quality of candidate handling is
high► Very few “recruiting mistakes” on
candidates► High quality executive recruiters
Opportunities:► Recruiters asked to do everything –
can be overwhelming► Need more focus► Would like a continuous pipeline of
talent with a focus on passive and diverse candidates
► Too many layers of management► Balance of geography and service
line focus► Slow to adjust resources when needs
increase beyond capacity► Differing processes across service
lines► Lack of standardization creates cost
inefficiencies► More proactive workforce planning
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What we heard - summary
We’re high performing….......
How do we become world-class?
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2010 Vision: working in concert to become world-class
Increase integration
across service lines
Alignment to the business strategy
and markets
Be more agile, nimble and responsive to business needs
Develop a continuous pipeline of passive and
diverse talent
Role clarity to avoid duplication of
responsibilities
Focus on fewer things and go deep
Consistently use measurement, technology and processes to increase efficiency
Page 8
Overview of experienced recruiting transformation
Business case for the transformation
Alignment to the business strategy and markets
Agility to respond to critical business priorities and/or increased hiring needs
Clarity in roles to avoid duplication of responsibilities and streamline activities
Strengthen our ability to identify, attract and close high-performing passive candidates and build pipeline development
Efficiency in delivering services and staffing the function
Transformation levers
Role Specialization Focus on the critical few and go deep
Recruiting Leader Role Increased business partnering
Executive recruiting Centralization Focus and Leverage
Candidate Development Centralization Invest to ensure continuous pipeline of candidates
Centralization of transactional responsibilitiesOperational Efficiency
• Positions filled more quickly
• Improved productivity
• Managing focused teams
• Continuous pipeline focus
• Increased connection with passive candidates
• Consistent, efficient processes
Business outcomes
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In house sourcing teams
► Dedicated team aligned by service line and geography► Focused solely on finding and qualifying candidates at all levels
above entry level► Passive candidate focus
► Referrals► Networking events► LinkedIn
► Benefits► Lower cost per hires – significant search firm savings► Less time to fill► Own research/develop mapping of competitors/real time market intelligence
Campus Recruiting
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Campus Go-to-market strategy
► Determining your target sources
► Treat recruiting as an account
► Diversity recruitment
► How will you address “other” constituents
► Early ID
► Engaging the appropriate branding support
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Client Service Model (CSM): business case
► The CSM accomplishes the following: ► Clarifies and simplifies how
recruiters and client service professionals work together
► Delivers consistent firm messaging and branding across organizational silos
► Reinforces culture by building and developing relationships and energizing our people
► Enables candidates to develop relationships with future colleagues
► Gives candidates insight into the type of work they will be doing
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Client Service Model: Select Roles and responsibilities
Role ResponsibilitiesCampus coordinating partner (CP)
► Develops university relationship plan and co-develops recruiting strategy with CR► Manages relationship succession► Maintains and cultivates key faculty relationships
Campus recruiting school lead (CR)
► Campus recruiter and lead contact for recruits► Champions sourcing strategies and co-develops recruiting plan with CP
Coordinating campus team lead
► Partner/senior manager with significant knowledge of the firm► Provides direction to the campus team► Participates actively in recruiting events
Service line team lead ► Partner/senior manager/manager with significant knowledge of his or her service line► Aligns with faculty member who leads functional area associated with service line
Inclusiveness champion ► Senior manager or manager ► Supports diversity recruiting planning and execution► Builds relationships with university’s diversity manager or office
Campus ambassador (CA)
► Former Intern who has accepted offer to join EY after they graduate► Serve as an information resource on campus► Acts as liaison between EY and Campus► Participate in EY activities
The Client Service Model teams recruiters with client service professionals to build relationships.
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Nuance: One Team Approach
► Global inclusiveness► Students backgrounds,
experiences, and interests► Specific global recruiting
strategies ► Americas recruiting strategy
► Location► Promoting mobility► Students’ interests
► Hiring numbers► Timeline of hiring process► Last minute resource needs
Social Media – the long journey
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The business case:Compelling needs to change
► Need to address stereotypes► “All Big 4 are the same”
► Accountants are ________________ (fill in the blank)
► The profession is the same as it was 100 years ago
► Ernst & Young is conservative, not cutting edge
► Need to more effectively engage students► Occupy a small portion of their space
► Present information how they want it, when they want it
► Be specific in targeting messages: by major, school, year
► Let them define the content to ensure its relevance
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Risks to overcome
► Legal► Privacy
► Messaging by EY employees
► Brand► Loss of control
► Underutilization of traditional media
► Student backlash► Social network is for socializing
► Inconsistency in responses
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One small step for Ernst & Young….
► Conducted design session April 2006 (game-changer)► Included all levels from Staff to Vice-Chairs, representing all
service lines
► Determined the need to be #1 on campus
► Branding was a primary target for change
► Confirmed Gen Y demanded different modes of communications
► Consulted with youth marketing agency► New media options presented
► News aggregator
► Blogs
► Campus event sponsorships
► Text messaging
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You have OPTIONS!
► Linked In
You don’t need to be SO social….
► Website … M&M: microsites and mobile
► Other student destinations
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Results
► Fans and followers
► External press accolades for being first-mover …STILL
► Well-received by candidates► Continued growth in followers/likes
► Engagement via posts
► Relevant venue
► Click-thru rates to ey.com and other links
► Brand recognition
Page 21
PR and Marketing Strategy points
► PR executive assigned to recruiting
► Press releases
► Industry associations
► Leadership roles
► Learning opportunities for the team
► Leadership talking points
► Make sure talent management is on the agenda
► If there is an award to be won… apply, apply, apply…
Page 22
My favorite recruiting quote…
“No one ever saved their way to market leadership.”
- Anonymous EY manager
Page 23
Questions
