building a global sourcing team - making the business case for sourcing
TRANSCRIPT
Building a Global Sourcing Team:
Making the Business Case for Sourcing
Melissa Harper, Vice PresidentGlobal Talent AcquisitionOctober 2013
• 22,000+ global employees
• 500+ locations worldwide
• $13.5 billion in annual sales
• A leading global employer
2
Who is Monsanto
Attracting and Retaining Key Talent Is a Global Issue as Labor Market and Demographic Shifts Give Rise to Talent Shortages
Challenges for Business & HR
3
4
2.1 1.5 1.1 1.0 1.0 0.8 0.8 0.7 0.6 0.6 0.5 0.4 0.2 0.2 0.2 0.2 0.1 0.1 0.1 0.1 0.0 -0.1 -0.1 -0.1 -0.4 -0.4 -0.4 -0.4 -0.4 -0.5 -0.5 -0.6 -0.6 -0.6 -0.6 -0.7 -0.8 -0.8 -0.9 -0.9 -0.9 -10 -11 -12 -14 -15
Ind
ia
Ind
on
esia
Co
lom
bia
So
uth
Afr
ica
Bra
zil
Mo
ro
cco
Cze
ch
Re
p.
Eg
yp
t
Qa
tar
Pe
ru
Co
sta
Ric
a
Ba
hra
in
UA
E
Ph
illip
pp
ine
s
Sa
uia
Ara
bia
Ba
rb
ad
os
Ma
lay
sia
Ku
wa
it
Om
an
Be
rm
ud
a
Ch
ina
Arg
en
tin
a
Me
xic
o
Ru
ssia
Sp
ain
Sw
itze
rla
nd
Au
str
ia
Ne
the
rla
nd
s
Sw
ed
en
Au
str
alia
No
rw
ay
Th
aila
nd
Sin
ga
po
re
Ge
rm
an
y
Fra
nce
Tu
rk
ey
UK
US
A
Ca
na
da
So
uth
Ko
re
a
Gre
ece
Ch
ile
Ita
ly
Po
lan
d
Jap
an
Ta
iwa
n
Strongest trend
talent surplus
Demand and supply for
talent in balanceStrongest trend
talent deficit
Source: Oxford Economics
The Mismatch Between Supply and Talent
Strongest trendtalent surplus
Demand and supply for talent in balance
Strongest trendtalent deficit
Availability of Skilled Workers (Next 20 Years)
5
Making the Business Case
6
Global Business Context
7
Source: Smart Sourcing, CLC Recruiting
Too Many Ways to Attract Talent
8
9
Social Media Video
Placeholder for Video
Challenges Traditional Recruiting Social Recruiting
Expanding globally Recruiting fairs in high-growth countries
Sourcing of candidates on social networks
Finding talent Job boards, search firms Facebook groups, crowdsource job specs
Attracting talent On-campus interviews YouTube channels, employee’s video contests
Building relationships Several face-to-face interviews
Twitter groups, parents at work programs
Communicating company values
Research on company Web site
Links to company YouTube channels, Facebookgroups, or Twitter posts
Source: Future Workplace
Recruiting Re-Defined: Social Recruiting
10
Integrate HR Practices & People Strategy
11
Recruiting Maturity Model
• Individuals / business units recruit independently
• baseline service & governance
• Generic process that is loosely followed & undisciplined
• Rely on passive sources• Experienced recruiters hired –
little experience with business & working environment -unable to tighten process from bottom
• to business requests versus talent driven
• & employment brand
• .
•Experienced recruiters hired –some experience with business & working environment• Executives do not fully
understand & appreciate the recruitment process
• Rely on passive sources• Workforce planning initiated• Customer process flows
designed & documented• .
• Secure relationships with vendors, campuses, etc.
• Limited outreach beyond universities
• Experienced recruiters with strong business acumen
• Workforce planning linked to
• Customer process flowsdesigned, documented & communicated
• Global TAS and Employment Branding rolled out
• Benchmark metrics• Internal education & training• Recruiters = Consultants• Strategic outreach• Strong governance• Improved
• .
• Regular tracking against goals & SLA’s
• , cost-effective maximize passive &
active sources with defined outreach
• Linkage w/related functions (recruit, grow, retain)
• Disciplined & iterative planning: evolutionary
• Recognition/ rewards established
• Bottom line results are apparent
• Integration &with
STAGE I (Jan 09) STAGE II (FY10-11) STAGE III (Now) STAGE IV - Goal
TRANSITION ENABLERSMarket Shift: Demand > Supply
TRANSITION ENABLERSExecutives dissatisfied with results Recognition of recruiting as critical
business process
TRANSITION ENABLERSInvestment vs. Cost Mentality
Recognition of recruiting as a critical success factor and competitive
advantage
Cycle Time: Highly VariableQuality: MixedCosts: UnknownPipeline: Poor
Cycle Time: Highly VariableQuality: MixedCosts: Highly VariablePipeline: Poor
Cycle Time: PredictableQuality: HighCosts: ImprovedPipeline: Good
Cycle Time: PredictableQuality: HighCosts: Best PracticePipeline: Excellent
Results
12
Decentralized Recruiting Initiating ProcessImprovements
ExecutingImprovements
Strategic Recruiting
Inconsistent
Reactive
Weak technology
Limited outreach
Global TAS &
Employment Branding
designed
key talent segment sourcing
operational efficiencies
Strategic
sourcing
Proactive Talent PipelineAlignment
People Strategies
Order-Taker/Processor Customer-Service/ “Post & Pray”
Consultant Trusted AdvisorRecruiter
process improvement
Recruiting Maturity Model
STAGE I (Jan 09) STAGE II (FY10-11) STAGE III (Now) STAGE IV - Goal
Cycle Time: Highly VariableQuality: MixedCosts: UnknownPipeline: Poor
Cycle Time: Highly VariableQuality: MixedCosts: Highly VariablePipeline: Poor
Cycle Time: PredictableQuality: HighCosts: ImprovedPipeline: Good
Cycle Time: PredictableQuality: HighCosts: Best PracticePipeline: Excellent
13
Decentralized Recruiting Initiating ProcessImprovements
ExecutingImprovements
Strategic Recruiting
Order-Taker/Processor Customer-Service/ “Post & Pray”
Consultant Trusted Advisor
TRANSITION ENABLERSMarket Shift: Demand > Supply
TRANSITION ENABLERSExecutives dissatisfied with results Recognition of recruiting as critical
business process
TRANSITION ENABLERSInvestment vs. Cost Mentality
Recognition of recruiting as a critical success factor and competitive
advantage
Results
Recruiter
Recruiting
Centers of Excellence
Operations
Employment Brand Technology
Talent
Acquisition
Talent Acquisition Pillars
Business Alignment
14
COE’s (Centers of Excellence)
Recruiting Operations
Diversity
Employment Branding
University Relations
Sourcing
Onboarding
Planning
Sourcing
Selection
Pre-Employment
Onboarding
Systems & Support
Content Management
Process Management
Reporting & Metrics
Strategy & Planning
Onboarding• Communication• Process Guidance• Candidate Experience
• CRM/Sourcing/Social Media• Applicant Tracking/Onboarding• HRT & Vendor Integrations• Reporting Tools • Global Support Model (Int/Ext)
• Hiring Approval • Recruiting (Plan to Onboarding)• Application & Career Profiles• Outreach/Event Management• Search & Agency
• Requisition & Candidate• Hiring, Diversity, COE • Audit & Compliance• Vendor
• Budget• Capacity & Resource • Contracts & Vendors• Policy & Compliance• Project Management
• Materials Management• Logistics & Facilitation• Provisioning Processes
Global Strategic Alignment/Integration
• Offer & Onboarding• Career Sites, Ads & Intranet• Correspondence & Translations• SOP's, User Guides & Toolkits
• Workforce Planning• Manager Intake• Needs Definition
• Talent ID & Mapping• Referrals• Internet, Job Boards &Social Media
• Monsanto.com • Other (Conf, Job Fairs, 3rd Party, Campus, etc.)
• Background Checks &Testing
• Compliance• Clearance to Start
HR Compliance
Recruitment Process
Worker Classification
AffirmativeAction
Job Descriptions
Compliance/ EEO Training
Recruitment/ Retention of
Veterans & People with Disabilities
Talent Acquisition, Diversity & HR Compliance
• Strategy & Inclusion• Networks• Compliance• Community Engagement
• Candidate Attraction• Employee Experience• External Recognition• Creative & Content• Onboarding• Social Media
• Academic Relationship• Management• Business Partnership• Ag Collegiate/Ag Youth• Recruiting• Onboarding
• Lead Generation• Competitive Intelligence• Talent Mapping• Confidential Search
• Strategy• Program Content• Experience• External Benchmarking
• Screening & Assessment• Interviewing• Debriefs• Candidate Management• References• Offers
15
Planning
• Workforce Planning• Mgr. Intake • Needs Definition
Sourcing/Assessment
• Internal• Referrals• Job Boards• Monsanto Career Site• Other (Conf. Job Fairs,
3rd Party, Campus)
Selection
• Screening /Assessment
• Interviewing• Debriefs• Candidate Mgt
Pre-Employment
• Offer • Background• Reference • Pre-Start• Engagement
On-boarding
• Space, IT, etc. • Corporate Orientation• Functional Orientation• New Hire Training• Retention/Development
Operations
Communications| Metrics, Reporting & Budgeting | Systems | Team & Competency Development | Process & Projects
Centers of Excellence
Employment Branding | UR / Early Talent | Diversity & Outreach | Onboarding & Operations| Referrals & Sourcing
Global Model: Recruiting Process Framework
16
Productivity
• Ability to present pre-qualified candidates once position is approved minimizes lost productivity due to vacancies
Quality
• More time to identify and attract top candidates for key talent segments by focusing on passive candidate pools in advance of need
Diversity
• More time to conduct outreach prior to position vacancy in order to develop relationships that yield diverse candidate slates
Business Case for Talent Sourcing
17
Source: CLC Recruiting, Corporate Leadership Council
Ten Tactics for Moving to Smart Sourcing
Ability to present top candidates immediately
A successful talent pipeline
enables placement of the
“right people in the right jobs
at the right time” for critical
talent segments.
Proactive Talent Pipelines
19
Important but Plentiful
Maintain active candidate sourcing strategy, but monitor external labor market carefully to ensure pipelines
remain strong
Critical Talent
Maintain passive candidate sourcing strategy for roles that are difficult to fill &
critical to business success
Less Critical and Plentiful
Maintain active candidate sourcing strategy
Less Critical & Hard to Fill
Consider using contractors or outsourcing these jobsIm
po
rtan
ce t
o C
om
pan
y
Difficulty Filling Positions
Global Model: Focus on “Critical Talent”
20
• Intense competition for top talent requires need to reach potential candidates earlier, before competitors begin pursuing
• Employers have decreased usage of third party job boards due to high volume of unqualified active job seekers
• Much easier to find qualified passive job seekers through social media
• Need to attract diverse candidates to remain employer of choice
• Need for organizational and talent readiness to compete in 2020 and beyond
Global Sourcing Trends
21
Talent Mapping
• Identify individuals within key talent segments at the competition
• Break down competitor org charts
• Source of competitive intelligence
Direct Sourcing
• Conduct outreach to candidates online or by phone
• Generate warm leads by creating interest in future opportunities
• Convert passive leads into active job seekers
Pipeline Development
• Create pipeline of pre-qualified candidates for key talent segments
• Maintain ongoing communication online, by phone or in person
• Opportunity to build employment brand
22
Talent Sourcing Overview
COMPETITIVE ADVANTAGE
US Based Roles/Supporting Multiple Regions (International)
Identification of Sourcer placement based on volume and key growth markets
Five permanent roles in key regions: Asia-PAC, Latin America, United States; measurement
GLOBAL SOURCINGCAPABILITY
Sourcing Team Evolution
23
CRM: Allows Sourcers to remain legally compliant, show the business units strategy
behind pipelines as well as build metrics
Automated Tools: Allows for faster name generation and enable competitive intelligence
gathering
Training: Allows Sourcers to gain additional skills, add credibility to functions (through
certifications) and increase confidence
Tools & Training
24
• Increase size of talent pool
• Gather more qualified and interested candidates
• Save money
• Improve branding and perception of company
• Lower time to hire
• Find more active candidates
• Help with screening in/out more candidates
• Find more passive candidates
• Gather CI and BI on the market and competitors
• Increase diversity hires
• Increase quality of hire
• Recruiters do not have time/skills
• Pipeline talent ahead of demand
What Are You Solving For?
25
Source: Qualigence.com
1. Sourcing Channels: Measure the number of hires by source.
2. Recruiting Efficiency: • Number of calls made compared to number of calls returned • Number of return calls compared to number of candidates developed • Number of candidates developed compared to number of candidates presented • Number of candidates presented compared to number of hires
3. Acceptance Rate: Measure offers presented divided by offers accepted.
4. Candidate Satisfaction: Use a candidate survey to measure satisfaction.
5. Manager Satisfaction: In the same vein, use a survey to measure how satisfied managers are.
6. Quality of Hire: a. Measure performance appraisal ratings three to six months into the job. Also use performance date
to determine how productive the new hire is. b. Longer term, review performance appraisals and retention rates by recruiter, source channel,
department, and hiring manager.
7. Efficiency Ratio: Measure the total direct recruiting costs divided by the total compensation of hires made (or total positions filled). This is a more accurate measurement of efficiency than cost-per-hire and takes into consideration that higher-paying positions are more costly to fill.
Metrics to Measure
26Source: Qualigence.com
How do we get the right people at the right time in the right role?
What are our current & future
strategic business drivers?
How do we compete more effectively for
external talent?
How do we leverage technology & process
improvement to quantify results to
the business strategy?
What people policies will lead to a
sustainable workforce model over economic
cycles & changes in skills?
Aligning Talent Acquisition Strategy with Business Strategy Requires the
Understanding of Fundamental Questions:
Creating a Talent Mindset Culture
27
“Welcome to the 2020 workplace! In the year 2020, our office will be everywhere; our team members will live halfway around the world. How, where, when, and for whom we work will be up to us –as long as we produce results.”
The 2020 Workplace Meister & Willyerd
Thank You