1. 1. 2
2. 2. SABMiller plc 20103SABMiller Corporate
3. 3. SABMiller plc 2012Internal Use / Confidential / Secret
4. 4. Reduction in the growth rate of the global labour pool from 1.4% to 1% each year New workers will enter the labour force at a slower rate Older workers will leave in higher numbersOlder workers blocking younger workers Global financial crisis implication = organisations in the West have chosen experience over youth, cutting back on the recruitment of youngerworkers to see them through This stores up talent supply chain problems for the future Younger generation of employees see their opportunities dwindle and career paths blocked by older workers who cant afford to retireThe demographics of the global workforce will shift dramatically over the next 20 years Young developing countries will add 30% to the labour force by 2030 Most of this labour force will be unskilled (in advanced economies, unskilled = no post-secondary education; in developing countries = primary education orless)Source: McKinsey & Company, The world at work: Jobs, pay, and skills for 3.5 billion people, June 2012Implication: Not enough skilled workers globally High-skill workers: 13% too few (10% advanced economies; 16% China) Medium-skill workers: 15% too few (10% India; 19% developing economies) Low-skill workers: 10% too many (11% advanced economies; 10% India / young developing economies)
5. 5. AverageeducationlevelattainedOlder workers will leave in highernumbersChina and India will lead in workers with tertiaryeducationNew workers will enter at aslower rateSource: McKinsey & Company, The world at work: Jobs, pay, and skills for 3.5 billion people, June 2012Implication: Not enough skilled workers globally High-skill workers: 13% too few (10% advanced economies; 16% China) Medium-skill workers: 15% too few (10% India; 19% developing economies) Low-skill workers: 10% too many (11% advanced economies; 10% India / young developing economies)
6. 6. Insert presentation title here or name of company the presentation is for SABMiller plc 2006Social Media?HR?Agencies?Post &PrayDirectsourcing?2.0?
7. 7. SABMiller plc 20108
8. 8. SABMiller plc 20109
9. 9. SABMiller plc 2012Internal Use / Confidential / Secret
10. 10. Plc - Group Head office (UK) 191 1,319,085SABMiller Procurement 57 954,500Group TA*select top exec positions only21 345,000SAB Ltd. (S. Africa)*profit centre model84*select positions only511,255Romania 356 93% hires through direct sourcingCzech Republic*mid level management roles only121 116,160Africa Regional Hub 92 217,027Latin American Hub 32 242,480Slovakia 78 31,000
11. 11. SABMiller plc 2006 Being global and local Influencing markets vs. above market execution Local execution for selection and hiring Different market interpretations Mix of systems rendering reporting and data integrity difficult Balance SABMiller and local cultures Range of TA capabilities across markets TA costs sit locally rather than abovemarket Global functional talent gaps across thebusiness
12. 12. SABMiller plc 2006Social media presence for SABMiller LinkedIn Gold Careers page with parent / child relationships with markets Glassdoor with global reachEnhancement of technology enablers Working with markets to set them up with interim ATS / Avature CRM Refresh of careers website underway direct links to market ATSsTA Global Group (TAGG) Aligned markets to TAGG Annual Goals Global KPIs with bi-annual metrics to centreImplemented technology to enhance global communities Yammer Enterprise Social Network Global TA Community Global Technical Talent Scouting Community The Source e-zine for the top 600 leaders
13. 13. SABMiller plc 201014SABMiller PlcTalent Brand Index28% Careers pages 3371 visitsper month 1,000 e-mails send eachmonth 31% InMail response rate 34% new hires impacted 40,000 followers of SABMillerLinkedIn Careers page (3xfollowers from 2012)
14. 14. SABMiller plc 201015 Growing levels of interest across UK, S. Africa,Australia and India with 1200 views per month Driving transparency and candidate engagement Socialising our presence on Glassdoor internally andexternally to alumni for additional global reviews.
15. 15. SABMiller plc 201016Page view metricssince launch inApril
16. 16. SABMiller plc 201017Viewer demographicsand company ratings
17. 17. SABMiller plc 201018The social economy: Unlocking value and productivity through socialtechnologies, McKinsey Global Institute. July 2012 2/3 potential value in social medialies in improving communicationsand collaboration within/acrossenterprises 20-25% potential improvement inknowledge worker productivity Realising gains requires significanttransformation in managementpractices and organisationalbehaviour Key to success is drivingengagement
18. 18. SABMiller plc 2010Enterprise Social Networking19Yammer is a secure, private socialnetwork for your company.Yammer empowers employees to bemore productive and successful byenabling them to collaborate easily,make smarter decisions faster, andself-organize into teams to take on anybusiness challenge.
19. 19. SABMiller plc 201020Global TA groupis the 4th mostactive group(out of 543)
20. 20. SABMiller plc 201021Yammer Today:10,400 members37+ global marketsrepresented25% engagement
21. 21. SABMiller plc 201022Senior leaders are invisibleTheir networks are closed
22. 22. SABMiller plc 201023LinkedIn profiles are integratedinto the leadership profiles onour leaders internalcommunication platform
23. 23. SABMiller plc 201024Broken Pipeline? How will you fix yours?