Modernizing Talent Acquisition at AkzoNobel :An Integrated Approach

Ali ZamanGlobal Recruitment ManagerAmsterdam, June 20 2013

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• AkzoNobel Today• Modernizing Talent Acquisition – How it all began• Focus areas of Talent Acquisition

- Employee Value Proposition - Integration with other components of HR

- Social Media - On-boarding

- Technology - Recruitment Agencies

• Key Learning and Success Factors

Modernizing Talent Acquisition at AkzoNobel :An Integrated ApproachPresentation Map

AkzoNobel today

• Revenue €15.4 billion• 50,610 employees• 44% of revenue from high growth markets• Major producer of Paints, Coatings and

Specialty Chemicals• Leadership positions in many markets

*2012 excluding impairment (€2.1 billion) **New definition including incidentals and after IAS19

38%

15%

47%

Performance Coatings

Decorative Paints

Specialty Chem-icals

48%

8%

44%37%

27%

36%

Revenue by Business Area

Operating income* by Business Area

EBITDA** by Business Area

5.4% Growth

2012 vs. 2011

5.9% Return on sales

(operating income/revenue)

10.4% EBITDA/revenue

Modernizing Talent Acquisition

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• Many changes in the company’s portfolio - acquisitions & divestments

• Need to consolidate - build a cohesive, seamless and integrated organization

• “Dynamo” born : A mega operational excellence program

How it all began…….

HR Dynamo agenda

Ensure conditions are in place for a world-class organization with

• Healthy talent pipeline in line with leadership profile

• Strong succession benches in line with D&I objectives

• AN seen, externally and internally, as an employer of choice

Talent Acquisition and Retention

Int. talent Management

HR Capabilities

One HR Services

Projects

Ambition

Academy

Talent Acquisition

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Identified as a strategic and critical element

Introspection - Key questions asked…

• Do we have standardization?• Are we efficient?• Are we up to-date ?• Do we under or over utilize technology?

• Are we making use of these new channels?• Do we have a strategy?• How do we compare to the industry benchmarks?• Do we have resident expertise?

• What are we saying to the labor market and the employees?• Is it a true reflection of who we are and what we offer?• Is it attractive? Differentiating? Consistent?

Technology :

Social Media :

Employee Value Proposition (EVP)

Talent Acquisition (cont.…)

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• Is Talent Acquisition connected with other components of HR?• Do we offer a seamless one window experience?

• Are we using them too much?• Do we have standard global contracts?

• Are we making our new employees productive as early as possible?• Are we creating a solid first impression?

Introspection - Key questions asked…

Integration with other components of HR :

On-boarding

Recruitment Agencies :

Improvement areas identified….

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Address Challenges :

• Money

• People

• Knowledge/expertise

• Acceptance and true implementation

• Sustainability

• Global vs Local….standardization

what next?

Challenges identified….

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The plan…..

• Top management buy-in• Investment approval• Organization structure• Project charters and program structure

And then just do it !.....however must :

• Monitor and report progress regularly• Celebrate waypoints or milestones• Keep the energy level up…..”Dynamo Fatigue”• Embed

what next?

Focus Areas for Talent Acquisition

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• Employee Value Proposition

• Social Media

• Technology

• Integration with other components of HR

• On-boarding

• Recruitment Agencies

Employee Value Proposition –

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EVP should :

• Be a clear, credible, consistent articulation of what we stand for as an employer • Show the ‘deal’ an employee can expect in terms of their role, development, contribution, work

environment and reward

• It should be -• Aligned with the organization’s brand

• Relevant to the talent we want to attract

• Differentiated from the competition

• Authentic

 

AkzoNobel’s Objectives

Employee Value Proposition - The Plan

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Stage 1 - research and interviews in order to define the identity of AkzoNobel as employer

Stage 2 - creative work to translate the EVP into a unique and appealing visual and verbal identity

Stage 3 - bringing the brand to life through communication campaigns internally and externally

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…If you have what it takes…

We’re looking for people who are passionate, proactive and who want to move our company and the world in the right direction.

Social Media for Talent Acquisition

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• Attract top quality talent – tapping the rich passive pool of candidates

• Cost savings through reduced usage of recruitment agencies

• Communicate the AkzoNobel EVP on a global scale in a targeted fashion

AkzoNobel’s Objectives

Social Media for Talent Acquisition

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• Establish baseline at AkzoNobel

• Needs Analysis

• Customized experiential based training for recruiters – Hands on

• Select a flagship platform and jump in – LinkedIn

• Develop global strategy and framework – Country wise components very critical

Technology – eRecruitment

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By implementing a global recruitment process and system, we strive to achieve the following:

• Improve user acceptance and satisfaction

• Contribute to a positive image of AkzoNobel

• Increase efficiency

• Reduce recruitment costs

• Increase internal mobility

AkzoNobel’s Objectives

Technology - eRecruitment

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Process :

• Needs Assessment

• Systems shortlisting

• System selection (system demos, sandbox)

• Talent Management Suite (TMS) Approach

• Taleo/Oracle selected

• Implementation

Integration with other components of HR

TMS | September 2012 20

HR

• one solution for value added HR

• central availability of information

• central reporting

• one place for data entry

• employee & manager experience - look and feel of one system

IM

• low complexity in application landscape

• minimal interfaces lowers risk & improves accuracy

• current technology

• lower maintenance & support cost

• increased stability

Sourcing

• cost savings• vendor

management

A talent management suite includes functionality for various HR disciplines from one vendor.

TMS – One Solution for HR Value Added Systems

On-boarding

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Objectives -

• Increasing understanding of and excitement about AkzoNobel’s mission, vision, strategy and

culture

• Strengthening employee engagement

• Increasing employee retention and productivity

On-boarding

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The three elements of Program are:

• A concise brochure

• Checklist of actions - line managers/HR Business Partners/Employees.

• On-boarding intranet site – One window

On-boarding

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New hire name X New hire function X Start date X Manager’s name X

New hire name X New hire function X Start date X Manager’s name X

On-boarding

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Recruitment Agencies

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Minimize usage and per use cost

• Select global agencies through a well defined criteria

• Countries select a few national niche agencies

• Standardized contracts

• Restrict usage to the contracted parties

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Key Learning and Success Factors

Honest introspection and external benchmarking

• Top management support• Buy-in from the countries• Close coordination with the parallel functions

360 degree inclusiveness

• The right mix with clear accountabilities

Organization for implementation

Specialist support

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Key Learning and Success Factors

• Monitoring and reporting

Program structure

Willingness to invest

Maintain energy

Standardize till it hurts

Embed

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