building a self sustaining talent engine | connectin singapore 2014
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#connectinsg
Building a Self-Sustaining Talent Engine
Rebecca Craig
Head of Product Consulting, SEA
#connectinsg
#connectinsg
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Talent Matters
Dawn Wong
HR Manager
Rakuten Asia Pte Ltd
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Recruiting Channels
Past Recruiting Channels
Recruitment Agencies
Company Website
Employees’ Referral
Recruitment Portals
Current Recruiting Channels
Company Website
Employee’s Referral
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Incorporating LinkedIn into Direct Sourcing Activities
Ability to customize recruiting activities & gain industry insights.
Ability to form talent pipeline & reap benefits even for unsuitable candidates via profile sharing & referral
Ability to clarify misconceptions of company cultures & rumors
Better time management
Ability to foster closer ties as business partners.
Ability to connect with worldwide talents & form powerful networks
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Best Practice – Holistic Approach of Recruiting
Be personalized
Win Win strategy
Mid to long term approach
Branding
Truly understand recruitment
needs
There is no closure to a connection
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Results in 6 weeks
Results
50% of response
rate Closed 9
positions for both local &
global positions
Managed to get overseas talent to be onboard &
work with us
Followers of over 1000 in our Linkedin Homepage
Have screened close to
1000 profiles
Over 100s of profiles have applied for positions
Created a pipeline of ever green positions
ROI gains before acquire
Recruiter Tool
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Cairn India’s LinkedIn Journey
Madhu Srivastava
Talent Acquistion Head
Cairn india
Cairn India – Some facts
• Amongst top 20 global independent E&P companies
• Accounts for 30% of India’s Crude Oil production – 200,000 Bbl / day
• Market Cap > USD 12bn
• Revenue: USD 3.2bn
• Demographics : 1900 Employees, 10 Nationalities, 300+ with Global experience
“Fastest growing energy company in the world -2012 & 2013” - Plats
Some of our Talent Challenges Globally limited technical talent pool …shortage of professionals
with 15-25 years experience
Mix of skill-sets changing from easy to difficult - Tight Oil, EOR, Frac
Low awareness about Cairn in the global markets
Cairn was operating at 70% of Budgeted Headcount … won Exploration licenses but no manpower to execute
What we did in last 1 year Internal External
• Revamped Recruitment process – ATS, SLAs, Candidate experience
• Optimum Source-mix – Referrals and best-in-class global Recruitment partners
• Corporate website
• Social Media presence – LinkedIn, Facebook and Twitter.
• Market Mapping / Branding Events –Targeting Returning Indians – across major Oil & Gas hubs.
• Recruitment campaigns
• Technical conferences – Branding & Recruitment
A well-oiled Recruitment engine
What we have achieved
• Most business critical positions filled up …operating at 96% of Budgeted HC.
• Technical Leadership team & Second line in place.
• LinkedIn – a great story … 600% increase in Follower base and 400% increase in Talent Brand Index (TBI).
• Able to create a buzz in the niche O&G market … good Brand recall.
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DBS’ LinkedIn Journey
Theresa Phua
Managing Director and Singapore HR Head
DBS Bank
Engage Potential passive
candidates
Entrench Social recruitment practices in our HR
Culture
Enhance Our Employer Brand
through our Employee Value Proposition
50,000+ >100%
followers
More than 150 posts
Increase in 7 months
1,500 InMails sent out
30% response rate
&
OUR SOCIAL JOURNEY Thank you and don’t forget to follow DBS
on LinkedIn!
Disclaimer: The information contained in this document is intended only for use during the
presentation and should not be disseminated or distributed to parties outside the presentation. DBS
Bank accepts no liability whatsoever with respect to the use of this document or its contents.
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Overview of the Mercer Journey from
reactive recruitment to proactive recruitment
Leesa Rawlings
Regional Talent Acquisition Leader- APAC, Far East and IMETA Mercer
MERCER
Mercer’s Talent Acquisition transformation journey continues…
Traditional
Developing
Strategic
• Efficiency
• Business Impact
• Passive Talent targeting
• Quality of hire
• Cost per hire
• Talent Pipeline management
2012 2014
MERCER
Dynamic and Proactive 360 TA Program
IDENTIFY
SOURCE
ENGAGE
Business critical roles?
Review current talent gaps?
Competencies
needed to support growth?
Alumni and
Communities
Passive Talent Maps
LinkedIn Pipeline
and Vendor Maps
Multi-channel
and dynamic Touch-points Showcasi
ng the ‘Mercer
Experience’
Fostering Trust
through Ambassa
dor Outreach and CSR
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