Building Talent Acquisition from the Ground Up
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Transcript of Building Talent Acquisition from the Ground Up
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Frequently Asked Ques6ons
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Building Talent Acquisi6on from the Ground Up Strategy
Valerie Egan, Talent Acquisi6on Strategist/Leader, Girl Scouts of the USA
December 7, 2016
Valerie Egan Bio
“
• Valerie Egan is Talent Acquisi3on Strategist/Leader for The Girl Scouts. In this role she is responsible for the Talent Acquisi3on Func3on for GSUSA. She provides day to day oversight to the team as well as provides strategic direc3on to iden3fy process improvements and enhance candidate experience.
• Before joining GSUSA, Valerie was Head of Resourcing, North America for Linde. She managed the staffing func3on and provided oversight to an outsourced vendor.
• She holds a BS from St. Peter's College and an MBA from Pace University.
• She is involved with HRO Today Services and Technology Associa3on serving on the North American Board.
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Why Are You Here? -‐ Agenda
• You want to dis3nguish yourself as an employer who is seeking the best of the best • You want to know how to leverage your uniqueness as a company; the thing that causes you to stand apart • You want to be able to tell your brand story in a clear and compelling way to aWract the right talent – and to keep telling it
to the folks you’d like to hold onto
– Girl Scouts Challenge to Finding Talent
– Our Guiding Light – What we Focus On
– What we actually did to Re-‐imagine Talent Acquisi6on:
» Reinven3on & Enhancement of Talent Acquisi3on Func3on
» Strengthening the GSUSA Employment Brand through Technology & Social Media
» Recruitment of Key Mission Cri3cal roles to support business
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Girl Scouts of the USA Overview
Who We Are: • We’re 2.7 million strong—1.9 million girls and 800,000 adults who believe girls can change the world. • It began over 100 years ago with one woman, Girl Scouts’ founder JulieWe Gordon “Daisy” Low, who believed in the power of every girl. She organized the first Girl Scout troop on March 12, 1912, in Savannah, Georgia, and every year since, we've made her vision a reality, helping girls discover their strengths, passions, and talents. • Today we con3nue the Girl Scout mission of building girls of courage, confidence, and character, who make the world a beWer place. We’re the preeminent leadership development organiza3on for girls. And with programs for girls from coast to coast and across the globe, Girl Scouts offers every girl a chance to do something amazing.
Our Mission: Girl Scou3ng builds girls of courage, confidence, and character, who make the world a beWer place.
What is the most popular variety of Girl Scout Cookies?
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Girl Scouts Overview
TA as Business Partner: Embed compe33ve posi3on in social media sites and marke3ng materials
Challenge: Compe3ng for talent against organiza3ons with strong individual contributors
Data and Analysis: Iden3fica3on: isolate external benchmarks, and our unique compe33ve posi3on
“
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“TA leaders serve as Business Partners who help to translate the talent resources into measurable business results”
Dissector of Business Issues
Strategic Positioner
Analytical Thinker
Capability Builder
Relationship Manager
Courageous Leader
Adapted from Dave Ulrich (Professor, University of Michigan, Partner at the RBL Group, Author of: HR From the Outside In)
Our Guiding Light
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Strategic Positioner
TA as Business Partner: Embed compe33ve posi3on in social media sites and marke3ng materials
Challenge: Compe3ng for talent against organiza3ons with strong individual contributors
Data and Analysis: Iden3fica3on: isolate external benchmarks, and our unique compe33ve posi3on
“Working for the Girl Scouts of the USA is an opportunity to join a cadre of industry high performers” 3
Analytical Thinker
TA as Business Partner: Cancel contracts with low-‐yield sources -‐ and pluck some low-‐hanging fruit (i.e. Employee Referral Program!)
Challenge: ScaWershot sourcing based on legacy prac3ces, manager preferences is hindering TA program
Data and Analysis: Use of analy3cs: hidden group paWerns (clustering) starts to crack the code. Which cluster of recrui3ng sources can predict beWer reten3on?
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Capability Builder
TA as Business Partner: Someone who integrates HR prac3ces into a set of capabili3es for clients’ success
Challenge: Gaining credibility with the Business as experts who can work with them on Talent iden3fica3on
Data and Analysis: History of performance Demonstra3on of Innova3on
Courageous Leader
TA as Business Partner: Dedicated HR Business Partner periodically joins select TA leads for launch mee3ngs to do ‘issues probing.’ Culture ‘ambassadors’ par3cipate in interview panels
Challenge: Frequent loss of talent is draining TA capacity. TA team can’t focus on scaling/new program strategies. Trapped in ‘deficit recrui3ng’
Data and Analysis: Iden3fica3on: 4 out of every 7 vacancies was a result of early turnover (< 2 years)
1 1 2 2
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6 5
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Nov -‐ 14
Dec -‐ 1
4 Jan -‐ 1
5 Feb -‐ 1
5 Mar -‐ 15
Apr -‐ 15
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Jun -‐ 1
5 Jul -‐ 15
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5 Sep -‐ 1
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Open Jobs by Month FY 2015
New Posi3ons
Replacements
Total
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Key Drivers Through This Change
• People Excellence -‐ ensure we have the right people in the right roles
• Process Excellence – be fast, simple and efficient
• Elimina3on of Waste
• Compliance with employment legisla3on
o Candidate selec3on
o Applicant tracking
o Pos3ng of jobs for compliance
o Background checking 16
Target various areas simultaneously
Creating the Roadmap
• Consider your requirements • Plan Ahead • Revisit your Business Plan • Review your Current Staff
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Laser-focus on Specific Outcomes
Not Everything…..Targeted Areas:
• Reinven3on & Enhancement of Talent Acquisi3on Func3on
• Strengthening the GSUSA Employment Brand through Technology & Social Media
• Recruitment of Key Mission Cri3cal roles to support business
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Reinventing the Talent Acquisition Function
• Re-‐Imagined Talent Acquisi3on Func3on…on Mul3ple Levels o Pre-‐Sourcing Tasks o Sourcing o Recrui3ng o Recalibra3on with Hiring Managers o Interviewing o Selec3on o Offer o Onboarding
• Talent Acquisi3on Systems Support/Process Enhancements o ATS o Talent Acquisi3on Specialist Tools o Metrics Development & Monitoring
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Strengthening the GSUSA Employment Brand
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What is Important to Job Seekers?
• Company Brand • Benefits And Perks • Culture • Diversity • How Do I Keep In Touch?
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The Importance of the Brand 1. Percep3on = Reality
2. First impressions are las3ng impressions for job seekers Our career site is the place where we can differen>ate our organiza>on from the compe>tors and really sell it as a place where poten>al employees want to work
GSUSA Confidential
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From a Brand to a ‘Branding Opportunity’
Can You Tell Your Own Story? • The Scoop….. or the Story? o Manage Your Message o Go Back to Your Roots!
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Employees as Brand Ambassadors Before Day One…. • Engaging Your Storytellers • What it Means to Work at ______
• Your Value Proposi3on (include the Warts)
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What’s Marketing Got To Do With It? Is Your Talent Strategy Driving? • Marke3ng Partners o Knowledge Building/Sharing o Rowing in the Same Direc3on Takes Less Time!
In conclusion, Key Takeaways:
• Are you Ready to Rebuild, Reinvent…? • How Would You Describe: Your Talent Acquisi3on Func3on? / The Credibility of Your Talent Acquisi3on Team?
• Are you leveraging All That You Can in Regard to Your Brand? • What’s Your Guiding Light?
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Valerie Egan Talent Acquisi6on Leader Girl Scouts of the USA 420 Fiuh Avenue New York, NY 10018 T: 212-‐852-‐5095 F: 212-‐852-‐8124 [email protected]
Thank You & Questions
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