It wasn’t broke but we fixed it anyway Megan Holte

TCU Stadium

“The price of…maintaining the status quo was too high.”

“If we don’t change direction soon, we’ll end up where we’re going.”

4

Data Analysis

External Benchmarking

Job Creation/Evaluation

Task Bucket List/S&P Process

Goal 1

Goal 2

Goal 3

Goal 5

Goal 4

Goal 6

Technology/Tool Strategy Management

Communications

Sourcing & Pipeline Re-alignment

Goal 1

External Benchmarking

Best practices: •  Role clarity/defined responsibilities •  Single point of contact intake •  Regional/functional alignment •  Pay for performance •  Constant evaluation •  Define “what are we solving for”/“what we are not” •  Systems in place to measure all activity/output

Challenges: •  Biggest obstacle was an unwillingness to innovate •  Afraid to change

Goal 2

Job Creation/Evaluation

• Two roles within S&P, focused on volume hiring and niche pipeline development and geographic alignment

•  Lead gen/functional/market/regional/tool expertise (Sourcing and Market Research Specialist)

•  Niche relationship and pipeline building with functional and assessment expertise (Talent Acquisition Sourcer)

•  All new job descriptions •  Everyone had to reapply •  Interviews and a presentation on market research •  Final interview with clients

Goal 3

Data Analysis

•  Identify historically difficult positions/functions/geographies to staff across the US

•  Clarify difficulty/need: •  Volume •  Niche skill •  Geography

•  Identify successful sources for each “need” •  Data drives skill need and position alignment •  Define areas S&P will not focus

•  We can’t be all things to all people

Goal 4

Task Bucket List/S&P Process

•  Identify all tasks specific to the Staffing process from A to Z •  Clearly define recruiter/sourcer responsibilities for each task

when S&P is engaged •  Sourcing template •  Creation of process for S&P intake/hand-offs

Goal 5

Technology/Tool Strategy Management

•  Tools Team - combined S&P/Line Staffing team to assess, select, implement, integrate, train and measure all technology investments

•  Re-launch of ADP’s Careers Site and internal myCareer portal

Goal 6

Communications

•  Establish internal staffing and internal ADP client communication detailing our talent acquisition strategy and ever-changing developments in the talent market

•  Honest, open, consistent two way communication at all levels and across the Diversity, Inclusion & Staffing organization

•  Embrace our new corporate Vision and Mission •  Bring it to the market with our employment brand •  Be brand ambassadors internally and externally

SUCCESS

Candidate experience

Training/execution Creative sourcing

Attract top quality talent

Pipelining

Partnerships

Communication

Talent Communities

Sourcer Objectives

New TCU Stadium

Metrics

•  Time to find •  Hires/Source of hire •  Recruiter surveys •  Diversity •  Weekly submittals •  Social media effectiveness •  CRM usage •  Strategic staffing alignment •  Critical success

14

TCU Win

Team Photo

“Recruiting will be more challenging and those recruiters who like to “fill positions” will find themselves looking for other kinds of work. Recruiters will need to be proactive, great influencers, technically

savvy, and adaptable to emerging work trends.”

“Recruiters can influence, drive change, and educate their organizations. The great recruiters are already doing this and

making a big difference in the lives of thousands of unemployed and underemployed people. “

You are not alone

Questions?