The South-East as part of Ireland Inc -Attracting Talent in our Business Unit!
April 22nd 2019
David CooneyRegional Director – South EastMMK & M3S Talent Solutions
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Agenda
➢ Introducing Morgan McKinley Group and M3S
➢ My Career Pathway
➢ Understanding Millennials
➢ ‘Hard to Find’ Hires
➢ Employer Branding & EVP
➢ Getting the most from Partners
➢ Boomerangs
➢ Review & Questions
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Introducing Morgan McKinley Group and M3SMorgan McKinley Group: An Overview
▪ Privately owned, Irish headquartered, Global Talent Solutions business
▪ 17 offices in 10 countries
▪ 900+ people
▪ Working with over 9,000 organisations from global corporations to small and medium sized local business
▪ Over 3,000 contract staff on-site with clients globally
▪ Ranked in Deloitte’s Top 20 Best Managed Companies in Ireland every year from 2011-2018 and awarded platinum status
▪ Named in the 50 Best Small and Medium Workplaces in Europe by the Great Place to Work Institute.
▪ Awarded the Ruban d'Honnaur gold medal in the European Business Awards for excellence in Customer Focus
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Morgan McKinley Group
Our Specialist Areas
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My Career Pathway
Who is David Cooney?
▪ Moved back to Wexford in Dec 2018 after 8 years away
▪ Married. 1 Year old daughter. Junior B. Gardening. Lots of travelling.
Background
▪ Started my career as a Recruitment Consultant in Waterford in Pharma/Medical device 2007
▪ Moved to a Marketing Executive role in Wexford 2009
▪ Moved to Sydney – Joined a digital Recruitment agency recruiting SEM/SEO professionals 2011
▪ Moved to a bigger agency, became manager onsite @ eBay 2013
▪ Moved back to Dublin – Joined M3S as Operations Manager in 2016
▪ Managed several inhouse recruitment teams nationally & several large projects
▪ Promoted to Projects Director M3S 2018
▪ Regional Director SE in 2019. (Back where I began!)
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Our Business Unit as part of Ireland IncTalent Attraction
• As a BU we are under resourced in many areas – Candidate short
• We are losing the majority of our graduates to other BU’s
• Cost of living is lower than HQ
• Less of a housing crisis than HQ
• Less congestion, traffic & a better work life balance (on average)
• Thriving pharmaceutical, medical device & manufacturing industry across the region
• Hotbed for new tech SME’s & start ups
• Better weather ☺ (on average 1 degrees warmer)
Some challenges but have a great story to tell……………………
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Key Areas– Some Insights
Talent Attraction
• Understanding Millennials
• Filling ‘hard to find’ hires
• Employer Branding & Employee Value Proposition
• Getting the most from partners/suppliers
• Boomerangs – On-boarding & Off-boarding
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MillennialsTalent Attraction
“Over 60% of school pupils today will end up working in jobs that do not exist yet”
Ibec's Director of Employer Relations Maeve McElwee July 2018
• Morgan McKinley conducted a white paper based on research of this market in 2018
• The paper was named “The Workforce in 2025” and had over 3400 respondents
• Objective : To provide insights into the attitudes of Millennials and how they may shapethe workplace of 2025
• Why : Millennials are expected to make up 75% of the workplace by 2025 & many willbe in leadership positions
• Focuses : Behaviour, opinions, values and needs of Millennials in relation to theworkplace vs. Gen X & Baby Boomers
Millennials: 1981-1999 Gen X: 1961 -1980 Baby Boomers: 1960 & before
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Report Trend 1Job Satisfaction
Company’s culture & transparency
Relationships with colleagues
Support or recognition from
manager
66% of Millennials express high levels of job satisfaction
vs.
70% of Gen X and 76% of Baby Boomers
Progression and development opportunities
Flexible working opportunities and work/life balance
Top 5 factors influencing job satisfaction
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Report Trend 2Generation of Explorers
Change of sector Bigger or smaller company Learning new skills
72% of Millennials will leave their employer within the first 5 years
▪ 62% will leave within 3 years
▪ Even Millennials who claimed to be happy in their current jobs were still expecting to leave their jobs in similar timeframes
▪ They are also open to changing their careers and starting from scratch
Wanting to use new skills
Positive Reasons for a Career Change
Change of work environment Career Break Relocation
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Report Trend 3Boomerangs
49% of Millennials either want to return or would consider going back to their former employer
Key Benefit: Significantly quicker to achieve high levels of productivity vs. first time employees
▪ Boomerangs are already familiar with the company’s culture and values.
▪ Established employee-employer relationship,
▪ Return with new experiences and connections
Considerations:
▪ Does your off-boarding process = your on-boarding process?
▪ Do you have an alumni network and how often do you engage?
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A Changing Talent LandscapeThe Workplace in 2025
Flexible start/finish. Mobile working/working from home and hot desking
Reduced/compressed hours Job share arrangements
The talent landscape is changing so employers must adapt to future proof their organisations. Common initiatives today to promote flexible working include:
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RecommendationsAttracting talent and optimising productivity
Recruitment ProcessAdaptable EmployeesRecruit for cultural fit
Proactive Succession PlanningPlan to avoid negativeimpacts of departure
Lateral MovementsAllow employees to move departments
Change responsibilities/duties
Career ProgressionDefined career path and rewards
Keep employees informed
Deconstructing Traditional RolesFlexible working arrangements
Narrower, more specialised roles
Engaging Alumni & BoomerangsKeep alumni engaged
Creates opportunity, makesreturning easier
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‘Hard to find’ hires- Insights
▪ In my opinion, the ROI from the main job boards has reducedsignificantly
▪ Any firm with an internal recruitment function really needs toconsider at least 1 full Linked In Licence
▪ LI Recruiter allows you to map out entire markets and proactivelysearch for your hardest to fill hires
▪ Firms must determine the actual € cost of having this role openover time to make better informed decisions
▪ You must fully utilise your current employee referral networkproperly – It will save you €€ & you get an internal reference
▪ Proactive not Reactive – If you have had trouble year on year witha role type then next year is going to be the same!
▪ When using an Agency, make sure you brief them well & set clearexpectations. There is a ramp up time to get the right candidates.
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Employer Branding- Insights
▪ Employer Branding – An Employer Brand is about defining the essenceof your company - how it is unique and what it stands for. Why wouldsomeone want to work for you?
▪ Whether you have a careers site or just a vacancies page, the moreinformation you can provide the stronger case you make for someoneto apply
▪ Today’s candidates are massively information hungry.
▪ Videos/testimonials of current employees, the office, an explanation ofyour recruitment process, the local area, an applicant info packreceived by every applicant, a Linked in page, clearly defined benefitsdocument.
▪ Video seems to be making the most impact & achieving the mostreturn
▪ Glassdoor management - Glassdoor is really impacting candidate’sdecisions to not only apply but further in the process also
▪ Don’t underestimate the impact of a candidate information pack
▪ Organising Industry events is a strong employer brand builderespecially in areas like Technology & FS
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EVP
▪ Graduate programme training holds a lot of weight in the marketstill for future development.
▪ It’s true – it accelerates your career!
▪ Accountants - Big 4 training is still a massive requirementespecially for most US multinationals globally.
▪ Here’s a list of the top graduate employers in Ireland
‘Please work link’
• You need to apply for a few – competition is fierce.
• Programme Example – CBI (Central Bank of Ireland)
1000 Applicants - 300 to f2f interview - 50 hired – 6 week window
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Getting the most from Partners- Insights
▪ Pick a Recruiter you have a relationship with and invest some time inthem. Tell them the exact way you present the company and let themget a really good sense of the brand.
▪ If you give them some commitment you will get more back – also youshould be able to negotiate a better rate.
▪ Identify problem roles early and engage a specialist. Be proactive anddon’t wait until the role is under fire.
▪ Review your recruitment partners on a set timeframe e.g. quarterly. Inthose review meetings you will learn lots about each other & it willmake both parties more efficient Q on Q.
▪ Ask your candidates to review how they were managed by yourpartners
▪ Make it very clear to your partners how you like to be contacted and atwhat frequency including progress reporting
▪ If you have a PSL, rank your recruitment partners and inform them inQTR review of their ranking!! It is very important information for bothparties.
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Boomerangs – On-Boarding & Off-Boarding- Insights
▪ Does your off-boarding match your on-boarding?
▪ As mentioned, Boomerangs get productive much quicker thannewbies!
▪ You should have a structured off-boarding process which includes anexit interview.
▪ Alumni groups are becoming ever increasing as a source of talentespecially where you were the person’s first employer
▪ Also you may be able to network the Alumni for referrals in the futurealso
▪ It can be as structured or casual as suits the business and be existenton a number of platforms or mediums
▪ With the South East losing a large % of Graduates & youngprofessionals out of the region it is imperative that you remainconnected & keep some form of communication open for the future.
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In Review- Insights
▪ Assess your offering to the millennial & graduate role types – are theresubtle changes you can make to make it more attractive to thatmarket?
▪ Consider a Linked in Licence and YoY planning of hard to fill roles
▪ Evaluate your Employer Brand, it’s not all about big budgets, are therechanges you can make? What networks are you not utilising?
▪ Consider creating an EVP.
▪ Partners - The more you invest in a partner the more you will get backin return
▪ Ensure you are measuring your partners effectively and try minimiseworking with a large number for communication & time reasons alone
▪ As a region, it is vital we are assuming that employees who leave mayreturn to us one day. Consider capturing and driving this as part of anattraction plan
Thank YouQuestions?