#firmday 15th nov 2013 emma mirrington mars chocolate the mars talent acquisition story

Download #FIRMday 15th nov 2013  emma mirrington mars chocolate   the mars talent acquisition story

Post on 23-Jan-2015




0 download

Embed Size (px)


From reactive recruitment to pro-active Talent Acquisition Emma will take you through her journey at Mars over the last three years; from initial findings through to restructure, transformation and change. Learn from her BIG mistake and glean some hints and tips along the way!


  • 1. The Mars Talent Acquisition Story Emma Mirrington

2. February 14th 2010 3. The Approach.. Evaluate Plan Implement Engage Measure 4. Evaluate Current situation (internal/external) Stakeholder/ HR perspectives Identify recruitment hotspots (SC/R&D/ Sales?) Business priorities Listen (web chatter) Build contacts (Brand/CSR/ Global team) Competitor analysis 5. Plan Alignment to Mars Chocolate business strategy - What business issues are we trying to solve? Phased approach: Fixing the basics/ troubleshooting hotspots Establishing the framework/ Building the pipeline On-going talent relationship mgt. Future fit the talent strategy 6. Implement Phased approach Quick wins Case studies Identify fans within the business Business as usual 7. Engage Building a Culture of Talent Acquisition Encouraging employees to think in terms of talent rather than recruitment. Increase employee awareness about Mars Talent needs and its value proposition Provide employees with the tools and support needed for them to leverage their networks effectively Enlist the line as Talent Ambassadors X functional relationships (CSR/ Brand) 8. Measuring success Key Kpis: Time to fill Cost per hire Employer of choice Top sourcing channels Offer acceptance rates Retention Employee engagement 9. Evaluation 10. Evaluation High Recruitment Volumes High CPH/ TTH Complexity of the Challenge Business perception Team Impact Team capability Tools Decentralised budget Great team Good business awareness Strong selection process Line Mgt capability Good relationships with wider HR team 11. External Benchmarking - Average annual cost per hire57% have an average cost per hire of under 2501 Mars UK Chocolate average cost per hire is 5089 * Source The FIRM member survey 2011/2012 12. External Benchmarking - Average time to hire50% say that their average time to hire is 4 8 weeks Mars Choc UK average time to hire is currently 58 days * Source The FIRM member survey 2011/2012 13. Plan 14. Talent Acquisition Partnership Model Need to get the bottom of the pyramid right firstAdvice Partnership ConsistencyAccuracy Availability 15. Talent Acquisition Objectives Create internal capability of talent acquisition Meet current and future business needs through proactive sourcing of great talent Ensure we have the best talent to drive the business forward Build up key market knowledge of who and where talent is internally and externally Pipeline external talent for mission critical roles to complement our internal build pipeline Develop Marss employer reputation and brand through sharing our special story Engaging and creating advocacy with our resourcing partners and current associates 16. Rationale for Change Our Ambition From.. Having a lack of external awareness that we are an employer of choice. Taking a predominantly short term, reactive and traditional approach to sourcing our talent. Relying heavily on our agency suppliers rather than build our own capability to engage and source talent directly Average cost per hire is 50% greater than that of the external marketTo. Being a known employer of choice that proactively sources, attracts and engages directly with the best external talent Having an engaged external talent pool and pipeline of suitable candidates Delivering a world class candidate experience Having diverse and effective sources of attracting and sourcing talent 17. Talent Acquisition Roles & Responsibilities Head of Talent Work in partnership with the management team to build and execute the talent agenda for next 3-5 yrs leading the diagnosis and identification of Build and Buy requirements for the category. Defining & shaping the external resourcing strategy for the Category Leading key strategic L&D initiatives mandated by the management teams that support the build elements of the strategy.Run senior management recruitments Build capability of the UK talent teamTalent ResourcerTalent Acquisition Manager Work in partnership with CPMs to deliver against Demand Plans Build attraction strategy for each business area Maximise the use of referral programmes, alumni networks Measure performance of each channel Stakeholder mgt. For client group Coordination of Recruitment Campaigns Creative Approach to Recruitment solutions Network internally and externally to engage potential talent Work with team to deliver required cost savings Lead the development and deployment of Non Manager L&D initiatives Focus on sourcing and engaging direct talent Candidate management and engagement Short listing and Interviewing Sourcing passive and proactive candidates for live roles Liaison with all parties on specific vacancies Offer creative solutions to sourcing talent Developing proactive database of potential high calibre talent Source candidates directly Use alternative channels to find the best candidates 18. Phase OnePhase TwoEstablishing the Phase One Talent Acquisition FrameworkBuilding the Phase Two Talent PipelineThree Year Change programmePhase ThreePhaseTalent Relationship Three Management 19. Implement 20. Talent Acquisition Framework Phase One Establishing the frameworkPhase Two Building the Talent PipelinePhase Three Talent Relationship ManagementStrategyBasic TA strategy with clear road map in placeWell defined TA strategy aligned to business strategy. Full stakeholder engagementTA strategy seamlessly integrated to business strategy which is informed by talent insightsOwnership & CapabilityFormal TA responsibilities defined. Capability gaps identifiedRoles & responsibilities embedded & team working efficiently & effectivelyHighly skilled , experienced TA team. Clear accountabilities & ongoing focus on developmentInfrastructureBasic systems, processes and policies defined & implementedSystems, policies & processes agreed, monitored & supportedFull suite of efficient, effective & integrated systems & processes designed to optimise candidate experienceWorkforce PlanningBasic operational resource plans identified < 6 monthsClarity around talent mix required. Operational workforce planningOrganisational risk management Strategic workforce planningEVP & Employer BrandEVP and EB communication architecture developedEB implemented at every touch pointLeading employer of choice with flexible EVP to meet evolving org & talent needsAttraction & SourcingApproach to sourcing defined, Referral scheme in place. 3rd party partners engagedApproach to pro-active sourcing & talent pools developed. Direct sourcing accounts for > 70% hires. Advanced referral programmes. Use of social mediaMature, diverse, well managed talent pools & pro-active, innovative talent sourcing strategies in place.Assessment & SelectionConsistent selection approach in place. Clear competence framework for selectionWell developed assessment & selection programme with suite of tools availableClear relevance & alignment of selection process to role. Use of innovative selection approaches to enhance candidate experienceOn boardingBasic onboarding process and procedures in placeStructured onboarding programme in place with differentiation by level/ functionSuperior candidate preboarding & onboarding programme delivering an enhanced candidate experienceVendor ManagementPreferred suppliers identified & engagedPartnership arrangements with key providers. Competitive rates negotiated with SLAs defined & formal review processesFlexible & effective vendor mgt strategy including in sourced & outsourced solutions 21. Evaluate 22. Measuring Success15%5%47%Direct77% of our roles were filled directly in 2012Agency 33%Temp to Perm Referral2011 Average CPH - 5089 Average TTH 75 days2012 Average CPH - 3,648 Average TTH 66 days 23. All going swimmingly Or so I thought.. 24. What do you need to deliver a strategy? 25. 2012 engagement survey results 26. The car park momentYou can choose how to react to this Emma. 27. Leveraging the HPC model Inspire Purpose (the why) Crystallise Intent (the what and when) Cultivate Collaboration (the how) Clarify Context Sustain and renew 28. Today Good team engagement Delivered 60% reduction in cost UK used as case study globally Award winning employer brand Innovation at the heart of what we do 29. Learnings Bring your team with you The HPC model Be authentic Stakeholder engagement early on I dont have to do it all myself The power of my network 30. Thank you Any questions?