From Traditional to Strategic Talent Acquisition

How to Evolve Your Approach

Gareth Taylor

Recruitment Transformation Manager

Transport for London,

Jon Sleightholme

Recruitment Director

Mark Group, @JonSleightholme

#intalent

www.markgroup.co.uk

Helping our customers become energy efficient since 1974

Lose Less. Use Less. Generate More.

www.markgroup.co.uk

www.markgroup.co.uk

Mark Group

“40 years in business – from humble origins to a global leader”

Presented by

Jon Sleightholme Director of Recruitment & Talent Management

#intalent

www.markgroup.co.uk

• Teacher

My Career

• Rugby Player

• Sport2Business - career transition, outplacement and strategic hiring

• Mark Group - transforming a business from “old school mentality” to strategically acquiring and managing talent globally

#intalent

www.markgroup.co.uk

• Family business established in 1974

Mark Group Facts & Figures

• Over 3000 employees worldwide

• Turnover - £300 million (2013/14) forecast to double in the next 5 years

• Market leader in the UK

• Growing international presence - USA, Australia and New Zealand

#intalent

www.markgroup.co.uk

• The UK’s leading provider of Domestic Energy Efficiency Solutions - at its heart traditional and conservative

Mark Group Business Overview

• Economic drivers - Energy security and Energy prices

• 10,000 homes/businesses a week globally more energy efficient… “taking the light from under the bushel”

#intalent

www.markgroup.co.uk

Mark Group Talent acquisition journey

2012

• Under skilled, under resourced HR team

• Exclusively reliant on external agencies

• Post and Pray • Multiple relationships • Take control/reduce

costs

2013

• Split of HR and Talent acquisition

• Investment in the team globally

• More proactive approach

• Utilization of social media – Linkedin/Twitter

• Increase cost savings/reduction in attrition

2014

• Continuing education of line managers

• Embrace case studies • Develop the employer

brand • Grow the team globally

- USA major focus • Further embrace social

platforms • Links to local

Universities • Continue to reduce

cost and attrition

2015+

• Evolution of a proactive and strategic approach

• Build on employer brand – why do people work here?

• Employer of choice within the industry

• Employee Engagement strategy

#intalent

www.markgroup.co.uk

• Embrace the doubters….

Mark Group Key lessons so far….

• Case studies are powerful!

• Build on the quick wins

• Fine the very best talent to join your talent team

#intalent

0

TfL Recruitment 22 May 2014

• TfL is responsible for the day-to-day to operation of the Capital’s public transport network,

managing London's main roads and the planning and building of new infrastructure

• We manage the city’s buses, the Tube network, Docklands Light Railway, Overground and

Tramlink.

• We also run Barclays Cycle Hire, London River Services, Victoria Coach Station, the Emirates

Air Line and London Transport Museum.

• As well as controlling a 580km network of main roads and all of the city's 6,000 traffic lights,

we also run London’s Congestion Charging scheme.

• Regulating taxis and private hire vehicles are part of our remit too.

• Every day around 24 million journeys are made across our network.

1

Transport for London

Team Hires 2013/14

Operational* 875

Head Office 1576

Temporary Labour 1610

Graduates / Apprentices 160

Total 4221

2

To deliver these services

29,000 staff

– 17,000 Operational

– 12,000 Head Office

Recruitment team of 50.0 staff delivering

* Operational recruitment services are provided by a 3rd

party partner

• £2.4 billion savings target included in 2010/11 Business Plan

• The Strategic Sourcing Programme was established in 2012 to review

all back office functions, to support and enable the delivery of these

savings targets.

• Key activity was to undertake

supplier market testing

3

Transport for London

Supplement to the Official Journal of the European Union

• To supplement the market testing we

also benchmarked our services against

those of similar organisations

4

A programme of internal transformation initiatives were identified to

derive both Financial and non-Financial benefits

• Performance Management

• Supplier Management

• Direct Sourcing

Transport for London

5

Cumulative Trends Escalations &

Exception reporting

% Mark-up and

Year on Year

Trends

Cost Per Hire Quality of Hire

Performance Management

Introduction of team and business performance measures to

influence behaviours

Enable robust Supplier Management through the combined tender for

all Recruitment Service products

6

Supplier Management

Strategic:

Low cost

Efficient

Quality of hire focus

Proactive pipeline-based process

Reactive:

High cost

Labour-intensive

Applicant quantity focus

Req to req process

Developing

Foundational

Strategic

Traditional

7

Direct Sourcing

Talent Acquisition is becoming more strategic as

organisations learn how to engage passive talent

8

Direct Sourcing Solutions

• 25 Recruiter Licenses

• 62 Job slots

• Job wrapping

Employer Branding Solutions

• Dynamic Careers Page

• Employee Profile Ads

• 2 million Traffic Drivers

• 4 x Lead Generation InMail campaigns

Direct Sourcing

Linked In Solution

9

Transport for London

Political / Cultural Barriers to Linked In

– Business case for Investment

– Resistance to use of Social Media

– ‘Old boys’ network

– Employee Relations

Team Barriers to Linked In

– Resistance to change

– Capability

10

Direct Sourcing

Job Wrapping

19 1,488

Job Applications

Average Monthly

Applications

Average Applications

per Job

Direct Sourcing

Careers Pages

Default

CPD

IT

Commercial

Surface

Direct Sourcing

Lead Generation Campaigns

IM Talent Campaign

• Deployed 2,500 InMails

• Open rate 36.8% (above industry ave ~30%)

• Response rate 9% (above industry ave 5%)

• 224 leads in recruiter folder

Direct Sourcing

Employee Members

Monthly Employee Profile Views

Monthly Company Page Viewers

Monthly Career Page Viewers

Total Followers

Monthly Job Viewers

Talent Brand Engagement

Talent Brand Index

Impact of investment

Direct Sourcing

Impact of investment

15

Key Performance Indicators FY2013 Target

FY2014

Actual

FY2014 Impact

Cost per hire £1,946 £1,557 £1,497 23%

Hires per Recruitment Consultant 76 98 104 37%

Days to fill an open position

- Band 1-4 (SLA 60)

- Band 5+ (SLA 90)

68

90

60

90

43

46

32%

49%

Customer satisfaction survey New 80% 88.5%

16

The future

2013/14 targeted financial savings and productivity improvements

2014/15 is all about completing the triangle and we will be

concentrating on the Quality of service provision.

3 Key improvement objectives

• Candidate Experience

• Hiring Manager Satisfaction

• Quality of Hire

17

Direct Sourcing remains key to the delivery of our future objectives

Using the experience of the first 8 months of our relationship with

Linked In we are considering how best to build a robust and engaging

model

• Longer term investment in a ‘fit for purpose’ solution

• Improved Recruiter license usage

• Business ownership of Careers Pages and updates

• Demand planning for Lead Generation Campaigns

How does LinkedIn support

18

What can a Finance person teach

recruitment?

My experience of managing TfL

recruitment has been very different

to managing any other service

function through change

• 95%+ of those we engage are

disappointed

• High level of transactions

• Lack of Commercial skills

• Everyone thinks they can do it

Quicker / Better / Cheaper

19

• You can only manage what you

measure

• Compliance is key in such a

highly transactional

environment

• Need to capture and market the

great stuff as well as taking

remedial action on the bad

• HR Delivery teams need to work

closer with Recruitment and take

a more commercial approach to

building accurate, yet flexible,

resourcing demand plans

Any Questions?

Gareth Taylor

Recruitment Transformation Manager

Transport for London,

Jon Sleightholme

Recruitment Director

Mark Group, @JonSleightholme

#intalent