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

Diversified Operations at a Glance

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

Group Digital L!fe Highlights - Amobee

Group Enterprise Highlights - Trustwave

It starts with vision, and the clarity of vision.

Jeff Weiner

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