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Sharon TanHead of Talent Acquisition, Singtel Group
Building a Case for Change: How Singtel transformed policy, process,
people and systems in order to build one global talent acquisition function
Asia’s leading communications groupGroup Consumer
§ Enrich customers’ lives with innovative services, faster speeds & greater coverage
§ Continued investments in network, technology and content
Group EnterpriseOffer comprehensive and integrated ICT solutions across:§ Mobile, voice and data infrastructure§ Managed services, cloud computing &
cyber security
Group Digital Life
Next generation growth engines and digital solutions that deliver relevant, timely and personalized content and services
Landscape prior to April 2015
State of play:
§ No global policy§ Independent recruitment § Silo’s of 3 distinct business functions
without much interaction§ No consistent process or technology§ Lacking a clear EVP for the external
market
Landscape prior to April 2015
Implications:
§ No clear guidelines or expectations for function and business
§ Inconsistent hiring experience § Poor resource optimisation§ Low credibility with the business§ Low governance and potential risks to
the business§ Unsustainable and inefficient model that
required change
A management focus has been placed on transforming policy, process, people and systems in order to build one global talent acquisition function.
Success Indicators
§ Faster Time To Hire § Overall Cost of hires to start
coming down§ Improved Quality of Hires§ Improved Customer Service
to Business
CommunicationRoles & Responsibilities
Lift CapabilityOrganization structure
Recruitment & Selection Refer A Friend
Types of Employment (Contractor policy
consolidated into one)
Service PropositionSourcing
InterviewingOffers / Onboarding
One HR Dashboard/Metrics
ChannelsAssessmentsSocial Media
PolicyProcessPeople
Technology
Starting the transformation journey
First Move: Building a centralized TA Function across brands
§ Build an effective global team
§ Process and resource optimization
§ Centralize management of vendors across APAC
§ Restructure the hiring experience and candidate experience
= Sustainable and efficient TA model
1
Second Move: Building capability and credibility
§ Global technology platform implemented
§ Derive strong insights from data
§ Offshore hub to support regional business needs
§ Governance and risk reduction
= Strong execution + get things done
2
Third Move: Building a Talent Brand
§ Strong social media agenda
§ Talent Engagement with a global strategy across brands
§ Project Plan with LinkedIn on specific tools and leverage
= Clear EVP for the market
3
115818
82195
43898
6492
5932
Australia
Singapore
United States
Malaysia
United Kingdom
Top 5 countries that Singtel Group employees are most connected with (number of
connections)
504
1286
2730
3297
6484
Amobee
Trustwave
NCS Group
Singtel
Optus
Over 14000 employees on LinkedIn broken across the subsidiaries
Singtel Group’s collective network spans across 48 different countries. We have unlocked a massive talent opportunity by leveraging LinkedIn’s products and tools.
A dedicated sourcing team and a strong social media agenda
Setting specific, measurable goals as part of the transformation plan
342 Jobs posted on LinkedIn
28K+ Distinct Job Applicants
40K+ Job Applications
8k+ Total InMails sent
2.1K+ Distinct Recipients
26% Average Acceptance Rate
36%
34%
32%
26%
22%
Singtel
Optus
Amobee
NCS Group
Trustwave
InMail acceptance rate by subsidiary
With metrics in place, we were able to track that Jobs and InMail activity by the Singtel team has also been a resounding success
InMail ActivityLinkedIn Job Activity
Job Postings and InMails translated into Impacted Hires
111
229
389
417
832
Amobee
Trustwave
Singtel
NCS Group
Optus
Total Impacted Hires across Singtel Subsidiaries
33%
37%
39%
44%
45%
Amobee
NCS Group
Trustwave
Optus
Singtel
Impacted Hires as a % of all hires
Opportunities & Initiatives
Opportunity Areas
Team Structure & Capability
Social Media
Processes & MetricsBranding &Recruitment Marketing
Talent Pools
Initiatives
§ Change workshops§ Starting of a dedicated sourcing team
and piloting of talent pools § Secondments, Peer mentoring§ TAO set up and automation and
simplification are key§ Commercial metrics for TA team and
Business
Group Talent Acquisition 3 year roadmap
FY 2017
FY 2016
FY 2015
Building the Foundation & Consolidation ALIGN and FOCUS
Embedding & Driving Further Cost SavingsENABLEMENT
Focus on execution to increase overall quality, reduce cost & increase satisfaction & retention
CONTINUOUS IMPROVEMENT
Strategy & Operating
Model
Team Structure & Capability
Policy
Process & Metrics
System & Supplier
Management
Taking an approach to align and focus, enable and improve formed the milestones of the strategic vision for Group Talent Acquisition.
Financial§ Cost Per Hire§ Budget Reporting§ Agency Spend Report§ LinkedIn ROI Report§ Benefit Reporting§ Employee Referral Report
Internal Efficiency§ Open and Filled Roles§ Time to Hire§ LOO production SLA§ Recruiter Ratios
Customer§ VOC Report (QOH, Candidate and Hiring Manager Survey results)§ Recruitment metrics- Open and Filled roles§ My Voice Summary Report
Summary Of Recruitment MetricsPeople
§ Recruiter Performance§ External channels/Recruitment Agency performance§ Recruitment Support Operations performance§ Recruitment Sourcing Team Performance§ Annual KRA Report§ Consumption/Demand Management Report
Diversity§ Gender shortlist§ Gender Filled roles
Process/Risk§ Data Integrity Reports§ PEC Monitoring & Assurance Reports§ PEC Non Compliance Reports§ Defects Reporting
Data Sources§ SAP SS§ LI§ Finance