The Evolution of Talent Acquisition in Etihad · In just 13 years Etihad Airways has become the 3rd...
Transcript of The Evolution of Talent Acquisition in Etihad · In just 13 years Etihad Airways has become the 3rd...
The Evolution of Talent Acquisition in Etihad Hamburg| March 2017
Fatima Mohammad & Matthew Hesketh Etihad Airways
Welcome to Etihad Airways,the national carrier of the
United Arab Emirates
EY The Residencehttps://youtu.be/u-OUUDzjFuQ
2011
▪ Reliance on careers website
▪ Agency use
▪ Long-winded application process
▪ Assessment via interview only
▪ No EVP, no talent brand, no one knew us
▪ Transactional process
2011 – 2017 OUR TALENT ACQUISITION JOURNEY
2017 and Beyond:
▪ Partnership with marketing
▪ In-house search
▪ EVP and talent brand
▪ Multiple assessments
▪ In-house psychologists
▪ Shortened application process
▪ BI
▪ Talent pools, ongoing engagement
▪ Active – Open – Passive Talent
▪ “Candimens and Custidates”
WHERE IS THE TALENT IN TODAY’S MARKET PLACE?
Talent Lives & Transacts online
0 50 100 150 200
Employee members
1st degreee connections
Company page views
Followers
Montly job applications
Etihad’s LinkedIn Performance in the last 12 months (%)
Today:
▪ 8B Facebook videos watched
▪ 13m new connections on LinkedIn
▪ 500m Tweets
▪ 80m photos uploaded on Instagram 7.3B
2.3BLog into a social network daily
3.1BInternet Users
CAREERS SITE BLUES
Careers site performance:
▪ Careers site does not drive efficient talent sourcing
▪ As new approach for major sourcing projects
▪ Data is the key to identifying proactive engagement with talent
Careers site source
Applicants Applications Avg. Apps per
applicant
Hiresmade
Efficiency of sourcing
Internal 3,902 19,155 4.9 356 9%
External 204,391 448,251 2.2 2598 1.3%
Total 208,293 467,406 2.2 2,954 1.4%
LINKEDIN:In just 13 years Etihad Airways has become the 3rd most followed airline on LinkedIn
STRATEGIC SOURCING
360,411 followers
349,997 followers
Emirati Women:
▪ Over the past three years Etihad has undertaken a strategic drive
to become an employer of choice among Cranfield graduates
▪ 2013 9 Cranfield Graduates, 2016 45 Cranfield Graduates (2nd
highest in airline industry)
In-house Search
0
1000000
2000000
3000000
2014 2015 2016
Agency Spend Trend (AED)
Agency Spend (AED)▪ Use analytics to identify market place▪ Build talent pools based candidates engaged▪ Low volume, high quality – clear savings!!
52
2016 joiners from headhunting
AED 4,280,000
Agency Savings
“Branding is a promise to your customer, employment branding is a promise to your future and current
employees”
Kathryn Minshaw
Founder & CEO @ The Muse
ETIHAD AIRWAYS EMPLOYMENT BRANDING
▪ 5 star award-winning airline▪ Career opportunities and growth in Etihad Airways and equity
partners▪ World-class facilities, including accommodation, medical centre, staff
nursery, and gyms▪ Multi-cultural environment with over 140 different nationalities▪ Travel and flight benefits▪ Cosmopolitan city with good weather and lifestyle ▪ Diverse sports and cultural events
“The important question is not how assessment is defined but whether assessment information
is used”
Palomba & Banta
Authors of Assessment Essentials:Planning, Implementing, Improving.
INTRODUCING PSYCHOLOGICAL ASSESSMENTS TO ETIHAD AIRWAYS
▪ Introduced to Etihad Airways in 2014 in collaboration with Cut-e
▪ Personality questionnaires and ability tests
▪ Managerial and junior levels
▪ Mapped the psychometric personality tool with Etihad’s Winning Behaviours and created bespoke computed generated reports that highlight both strengths and under-developed areas to take into consideration prior to selection
▪ Bespoke interview guide mapped to Etihad's Winning Behaviours created in collaboration with Cut-e
CHALLENGES OF INTRODUCING PSYCHOLOGICAL ASSESSMENTS
▪ Scepticism from the business due to low levels of awareness and understanding
▪ Lack of clarity from the business on the value assessments add
▪ Introduction of a useful measurement to assess against
▪ Business tendencies to take the outcome of psychological assessments at face value to drive their decisions
BUSINESS PSYCHOLOGISTS
▪ Introduced a sophisticated and thorough assessment process for selection into senior management roles using a variety of tools such as a personality questionnaire, an ability test, and behavioural exercises.
▪ Provide hour-long candidate feedback session to validate the psychometric results and to give the candidate the opportunity to express themselves and gain insight into their behaviours; this results in increasing positive candidate experience.
▪ The hiring manager and recruiter gain insights into the candidate behaviour, state of mind, motivation and potential for the role whilst keeping the critical winning behaviour as a base of assessment.
▪ Designed and delivered variety of workshops across the business:1. CV and Interview Skills Workshop
2. Mindfulness Workshop
▪ Designed a comprehensive assessment process for Right Shape and Size (RSS) across the business at all levels.
▪ Act as points of contact for coaching for employees who are undergoing RSS assessments.
Selecting the Right Leaders
▪ Increasing the robustness of selection processes withappropriate expertise, training and tools
71%
Internals Externals
29%
Grade Level Overall Total
Executive 58
Managerial 112
Total 170
ASSESSMENT OF POTENTIAL - INTERNATIONAL CADET PILOTSPhase 1 Assessment Complete
▪ Recruitment and PR Campaign Producing 4,090 applications
▪ Candidates set up a Facebook group of over 2,000
▪ Over 1,000 candidates invited in 45 locations worldwide for supervised online assessments
Phase 2 Assessment Plan
▪ Venue : Etihad Training Academy, Abu Dhabi
▪ Top 165 candidates assessed on three-day assessment
▪ 90 overseas candidates from 43 nationalities
▪ Hala provided support (Abu Dhabi city tour, desert safari, Ferrari world)
▪ 30 candidates hired
Abu Dhabi: 221MENA: 56 Africa: 25
N. America: 62
S. America: 17 Australasia: 38
UK & Eire: 109Central Europe: 217 SE Asia:115
Central Asia: 46
Sub Continent: 234
WHAT WE’VE LEARNT Evolve recruiter skills▪ Recruitment is marketing
Talent Acquisition focuses on its non-linear skills▪ In house headhunting▪ Professional networking
Employee advocacy▪ 90% trust recommendations from people they know▪ 33% trust brand messages
Partnership with marketing, our EVP▪ 36% TA teams partner with their marketing function▪ 30% of TA is solely responsible for EB
Training▪ Training employees on social and employment branding platforms
Mobile based application process ▪ 90% of people are searching for their next job on their mobile device
Data % technology▪ UTM codes ▪ Embrace new technologies
شكـــــــــــــــرا ً
48 hours in Abu Dhabi
https://youtu.be/W9dmeRMAqYw