Evaluating the Recruitment Mix

t 0845 257 1555 | e [email protected] | w blueprint.uk.com

t 0845 257 1555 | e [email protected] | w blueprint.co.uk

TITLE OF THIS PRESENTATION IS...

THE RECRUITMENT MIX TRANSFORMING HIRING STRATEGY

PREPARED BY: SIMON WARD

1st February 2010

t 0845 901 1661 | e [email protected] | w blueprintconsulting.uk.com


Over thirty years recruitment industry experience, spending approximately 15 years on the supply side and 15 years on the demand side of the market.

Ten years working with a number of organisations of varying sizes, operating across a variety of market sectors, to help them transform the way they recruit and retain their people and to develop market leading employer brand strategies.

Interim Head of UK Recruitment at Legal & General for the last year with a mandate to design and implement a new Target Operating Model for the recruitment function and explore the potential for outsourcing .

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SIMON WARDHEAD OF UK RECRUITMENT LEGAL & GENERAL


WHO ARE LEGAL & GENERAL

• Leading provider of risk, savings and investment management

• Celebrating 175 years of trading this year

• Employ c.7000 in the UK across 5 key sites

• Average period of service is in excess of 13 years

• In 2010 we recruited 2100 new hires including temps and contractors

• C.1400 were permanent hires

• Internal recruitment team of 17 organised by location

• A highly traditional, risk averse business

• Highly resistant to change


OUR GUIDING PRINCIPLES

• The Internet has changed the balance of the supply and demand side markets

• There is nothing a supplier can do that we cannot do ourselves

• Be brave and be prepared to sound stupid; there are no wrong answers, just unasked questions

• Third party suppliers must be embraced

• Try anything once, but measure everything and fail fast

• Good recruitment isn’t rocket science, but it is hard work

• The key question is not ‘can we do it’ but ‘how do we do it’

• The recruitment mix drives everything


OUR STARTING POSITION

• An early stage, highly enthusiastic but under skilled and under resourced, internal team

• A recruiting team structured by location in an enterprise business driven by business unit and job family organisational logics

• A failing partial outsource of temporary recruitment

• A ‘perception’ of recruitment team failure within HR and elements of the business

• A combatative, master / servant relationship with business HR

• A ‘satisfied’ hiring manager community, but coming from a base of low expectations

• An internal drive for both cost and headcount reduction


WHAT WE SET OUT TO ACHIEVE

• Create a respected, advisory recruiting service to the business

• Establish, and deliver against a detailed SLA with the business and HR

• Establish, and communicate, transparent Terms of Reference for the recruitment function

• Build a platform to develop the skills and expertise of the internal team

• Establish consistent best in class’ recruitment processes

• Build agility into the model to respond to market trends and demand shifts

• Communicate clear, consistent and transparent performance data and benchmark our contributions against ourselves and our competition

• Continually improve our service and our core metrics of quality, cost and time


OUR APPROACH

• The strategic review

• Creating a plan

• Measuring yesterday, today and tomorrow

• Building an effective internal team

• The role of outsourcing

• Supplier selection

• Procurement

• The concept of partnership

• Implementation


EVALUATING THE MIX

• Purpose of ‘the mix’

• It’s not just channels to candidates

• Impact is beyond quality, cost and time

• Control of your supply chain

• Control of your branding messages

• Defending against attrition

• The candidate experience

• The hiring manager experience

• The Recruitment Team’s, experience


THE OUTSOURCE OPTION

Don’t be constrained by propositions, outsourcing can be whatever you need it to be

• Outsourcing can be a catalyst for change and not always the long term goal

• Detail in the RFI and RFP documents are the key to an accurate business case

• Compare apples with apples

• If you don’t ask you don’t get

• Referencing is key

• Alignment and integration with the retained organisation is make or break


MEASURING SUCCESS

• Financial measures

• Cost per hire

• Quality measures

• Attrition

• Performance calibration

• Operational measures

• Time to hire

• Strategic measures

• Contractor/temp/perm balance

• Soft measures


WHAT WE HAVE ACHIEVED SO FAR

2009 to 2010 year on year performance

• 105% increase in value of direct hire activity

• 167% increase in the return on investment in recruitment spend

• 24% decrease in internal cost per hire

• 55% increase in total hires

• 43% increase in team productivity

• 41% reduction in time to hire

• 76% of permanent hires secured without the use of agencies


LESSONS LEARNT

• The approach to cost measurement can vary across the business

• Everyone has an agenda, including yourself

• Don’t assume you are ‘all on the same page’

• Everything takes longer than you think

• Start with the data you have, not the data that you should have

• Use a formal project management methodology and a get PMO support

• Frame supplier Terms and Conditions to support strategic goals

• The devil really is in the detail

• The best ideas can come from the strangest places

• Perception is more powerful than reality


BLUEPRINT CONSULTING

Orchard LeaDrift Road WinkfieldWindsorBerkshireSL4 4RU

t: 0845 901 1661 f: 0845 901 1662

e: [email protected]

THANK YOU

Evaluating the Recruitment Mix

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