The Mars Talent Acquisition Story

Emma Mirrington

February 14th 2010

The Approach..

• Evaluate • Plan • Implement• Engage• Measure

Evaluate

• Current situation (internal/external)• Stakeholder/ HR perspectives• Identify recruitment hotspots (SC/R&D/ Sales?)• Business priorities• Listen (web chatter)• Build contacts (Brand/CSR/ Global team)• Competitor analysis

Plan• Alignment to Mars Chocolate business strategy

- What business issues are we trying to solve?

• Phased approach:– Fixing the basics/ troubleshooting hotspots– Establishing the framework/ Building the pipeline– On-going talent relationship mgt.

• Future fit the talent strategy

Implement

• Phased approach• Quick wins• Case studies• Identify ‘fans’ within the business• Business as usual

EngageBuilding a Culture of Talent Acquisition

• Encouraging employees to think in terms of talentrather than recruitment.

• Increase employee awareness about Mars’ Talent needs and its value proposition

• Provide employees with the tools and support needed for them to leverage their networks effectively

• Enlist the line as Talent Ambassadors• X functional relationships (CSR/ Brand)

Measuring success

Key Kpis:• Time to fill• Cost per hire• Employer of choice• Top sourcing channels• Offer acceptance rates• Retention• Employee engagement

Evaluation

Evaluation…

• High Recruitment Volumes• High CPH/ TTH• Complexity of the Challenge• Business perception• Team Impact• Team capability• Tools• Decentralised budget

• Great team• Good business awareness• Strong selection process• Line Mgt capability• Good relationships with

wider HR team

External Benchmarking - Average annual cost per hire

57% have an average cost per hire of under £2501 Mars UK Chocolate average cost per hire is £5089

* Source – The FIRM member survey 2011/2012

External Benchmarking - Average time to hire

* Source – The FIRM member survey 2011/2012

50% say that their average time to hire is 4 – 8 weeks Mars Choc UK average time to hire is currently 58 days

Plan

Talent Acquisition Partnership Model

Advice

Partnership

Consistency

Accuracy

Availability

Need to get the bottom of the pyramid right first

Talent Acquisition Objectives

• Create internal capability of talent acquisition• Meet current and future business needs through proactive sourcing of

great talent• Ensure we have the best talent to drive the business forward• Build up key market knowledge of who and where talent is – internally

and externally• Pipeline external talent for mission critical roles to complement our

internal ‘build’ pipeline• Develop Mars’s employer reputation and brand through sharing our

special story • Engaging and creating advocacy with our resourcing partners and current

associates

From…..

Having a lack of external awareness that we are an employer of choice.

Taking a predominantly short term, reactive and traditional approach to

sourcing our talent.

Relying heavily on our agency suppliers rather than build our own capability to

engage and source talent directly

Average cost per hire is 50% greater than that of the external market

``1

To….

Being a known employer of choice that proactively sources, attracts and engages

directly with the best external talent

Having an engaged external talent pool and pipeline of suitable candidates

Delivering a world class candidate experience

Having diverse and effective sources of attracting and sourcing talent

Rationale for Change – Our Ambition

Talent Acquisition Manager• Work in partnership with CPMs to

deliver against Demand Plans• Build attraction strategy for each

business area• Maximise the use of referral

programmes, alumni networks• Measure performance of each

channel• Stakeholder mgt. For client group• Coordination of Recruitment

Campaigns• Creative Approach to Recruitment

solutions• Network internally and externally to

engage potential talent• Work with team to deliver required

cost savings• Lead the development and

deployment of Non Manager L&D initiatives

Talent Resourcer• Focus on sourcing and engaging direct

talent• Candidate management and

engagement• Short listing and Interviewing • Sourcing passive and proactive

candidates for live roles• Liaison with all parties on specific

vacancies• Offer creative solutions to sourcing

talent• Developing proactive database of

potential high calibre talent• Source candidates directly• Use alternative channels to find the

best candidates

Talent Acquisition – Roles & Responsibilities

Head of Talent• Work in partnership with the

management team to build and execute the talent agenda for next 3-5 yrs

• leading the diagnosis and identification of Build and Buy requirements for the category.

• Defining & shaping the external resourcing strategy for the Category

• Leading key strategic L&D initiatives mandated by the management teams that support the build elements of the strategy.

• Run senior management recruitments

• Build capability of the UK talent team

Phase One Phase Two Phase Three Establishing the

Talent Acquisition Framework

Building the Talent Pipeline

Talent Relationship Management

Phase One Phase Two Phase Three

Three Year Change programme

Implement

Talent Acquisition FrameworkPhase OneEstablishing the framework

Phase TwoBuilding the Talent Pipeline

Phase ThreeTalent Relationship Management

Strategy Basic TA strategy with clear road map in place

Well defined TA strategy aligned to business strategy. Full stakeholder engagement

TA strategy seamlessly integrated to business strategy which is informed by talent insights

Ownership & Capability

Formal TA responsibilities defined. Capability gaps identified

Roles & responsibilities embedded & team working efficiently & effectively

Highly skilled , experienced TA team. Clear accountabilities & ongoing focus on development

Infrastructure Basic systems, processes and policies defined & implemented

Systems, policies & processes agreed, monitored & supported

Full suite of efficient, effective & integrated systems & processes designed to optimise candidate experience

Workforce Planning

Basic operational resource plans identified < 6 months

Clarity around talent mix required. Operational workforce planning

Organisational risk managementStrategic workforce planning

EVP & Employer Brand

EVP and EB communication architecture developed

EB implemented at every touch point Leading employer of choice with flexible EVP to meet evolving org & talent needs

Attraction & Sourcing

Approach to sourcing defined, Referral scheme in place. 3rd party partners engaged

Approach to pro-active sourcing & talent pools developed. Direct sourcing accounts for > 70% hires. Advanced referral programmes. Use of social media

Mature, diverse, well managed talent pools & pro-active, innovative talent sourcing strategies in place.

Assessment & Selection

Consistent selection approach in place. Clear competence framework for selection

Well developed assessment & selection programme with suite of tools available

Clear relevance & alignment of selection process to role. Use of innovative selection approaches to enhance candidate experience

On boarding Basic onboarding process and procedures in place

Structured onboarding programme in place with differentiation by level/ function

Superior candidate preboarding & onboarding programme delivering an enhanced candidate experience

Vendor Management

Preferred suppliers identified & engaged

Partnership arrangements with key providers. Competitive rates negotiated with SLA’s defined & formal review processes

Flexible & effective vendor mgt strategy including in sourced & outsourced solutions

Metrics & Data Insight

TA metrics in place based on outputs e.g. TTH or CPH

Balanced score card developed TA metrics used as part of overall org. Scorecard. Predictive analysis used

Evaluate

Measuring Success

47%

33%

5% 15%

DirectAgencyTemp to PermReferral

77% of our roles were filled directly in 2012

2011Average CPH - £5089Average TTH – 75 days

2012Average CPH - £3,648Average TTH – 66 days

All going swimmingly

Or so I thought…..

What do you need to deliver a strategy?

2012 engagement survey results

You can choose how to react to this Emma….

The car park moment

• Inspire Purpose (the why)• Crystallise Intent (the what and when)• Cultivate Collaboration (the how)• Clarify Context• Sustain and renew

Leveraging the HPC model

• Good team engagement • Delivered 60% reduction in cost • UK used as case study globally• Award winning employer brand• Innovation at the heart of what we do

Today

• Bring your team with you• The HPC model• Be authentic• Stakeholder engagement early on• I don’t have to do it all myself• The power of my network

Learnings

Thank youAny questions?