Future Landscape of Talent Acquisition

1Copyright © 2015 Risk Management Solutions, Inc. All Rights Reserved. October 26, 2016

THE FUTURE WORLD OF TALENT Oliver LuscombeRMS, Head of Talent Acquisition, EMEA & ASIA-PAC26th October 2016


HIRE FOR A COMPETITIVE ADVANTAGE

• Decrease of 20-30% of potential developed world employees by 2050

• 30-50% of the current workforce could off your books (non-employees) by 2021

What is your shop window going to say about your company?

3Copyright © 2015 Risk Management Solutions, Inc. All Rights Reserved. October 26, 2016 33Copyright © 2015 Risk Management Solutions, Inc. All Rights Reserved. October 26, 2016

REVIEW TECHNOLOGICAL SOLUTIONS

ENSURING VALUE FOR ALL END USERS: CANDIDATES->RECRUITERS->HIRING

MANAGERS


MOBILISATION AND DIGITAL OPTIMISATION

CV’s and application purely in the digital realm.

Use social media & other technologies for job seeker.

Web-based/video interviews with on-demand viewing.

Marketing technologies with continuous engagement.

• Consumer online experiences to optimise web conversions.

• Tailored candidate online experiences.

• Two way decision support.


Engaging, mobile friendly & simple to navigate

Advanced searches, employee profiles, options to opt-in to talent networks & notifications, push messages, socially connected referral capabilities, high res photos, compelling copy, tailored experiences

Is your website/system a successful net and/or does it serve as an intuitive CRM/decision support tool?

Application completion improvements

THE NEXT GENERATION OF WEBSITE FUNCTIONALITY?


The move from system record to system engagement and decision support

Multi click ability to advertise, SEO/ search (database & social networks), sent out tests, schedule interviews, arrange travel/relocation, reference, pre-boarding/onboarding/L&D, reports & analytics etc

A full recruitment process utilizing one fully integrated tool with an ecosystem of 3rd party plug ins

Real time progress/updates/engagement 24/7

THE NEXT GENERATION RECRUITMENT TECHNOLOGY?


WHAT DO YOU WANT FROM YOUR BUSINESS LEADERS?

..AND YOUR TALENT ACQUISITION TEAM?


Big data analytics – reward and retention, flight risks, performance, employee ROI.

Alignment between business goals and recruiting goals.

Top down responsibility for sharing employee experience and company brand. Everyone is a recruiter.

Strategic workforce planning with an understanding of internal & external factors.

Ownership of the hiring process.

Integration of an increasingly diverse workforce.

Big data analytics –value/risk of a hire, future development needs, quality of hire, costs, timing and impacts of hiring decisions. The rise of Talent Analysts.

A P&L’ & re-brand. Not a ‘cost’ service-based function, but a key ‘competitive advantage’ driving tangible impact to the bottom line.

A consultative partner with business leaders, driving investment decisions through data analysis, talent key metrics and tangible results.

A understanding of the market and other factors that impact hiring talent.

BUSINESS LEADERS TALENT ACQUISITION

DEVELOPING A SUCCESSFUL PARTNERSHIP

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TALENT ACQUISITION BALANCED SCORECARD

• Align with business operation goals• Comparison with competitors• Quality of hires• Performance for hired groups• Strengths and gaps of hiring strategy• Time to hire & fill• ROI reportingUse a RACI Model - to help avoid blocks, encourage ownership

and give guidance for escalations or self-decisions(Responsible, Accountable, Consulted & Informed)

SpeedCostQualityCustomer satisfaction


HOW ARE WE ADAPTING AN EVER INCREASINGLY DIVERSE WORKFORCE?

11Copyright © 2015 Risk Management Solutions, Inc. All Rights Reserved. October 26, 2016Copyright © 2014 Risk Management Solutions, IncCopyright © 2015 Risk Management Solutions, Inc.

GLOBALISATION IS PICKING UP PACEThe Future Workplace?

Global virtual teams, comprising people who have a deep understanding of cultural nuances/sensitivities, global awareness, cross-cultural teaming and collaboration skills

12Copyright © 2015 Risk Management Solutions, Inc. All Rights Reserved. October 26, 2016Copyright © 2014 Risk Management Solutions, IncCopyright © 2015 Risk Management Solutions, Inc.

ALIGNING TALENT STRATEGIES WITH YOUR GLOBAL FOOTPRINT

Three main drivers:

What is the opportunity?

Global customers:Emerging economies such as China, Russia, India and Brazil. A key current driver of global growth and opportunity.

Global talent:The talent supply v demand gap is increasing. Urban populations, particularly in developing nations, will increasingly provide ‘hot spots’ or magnets.

Digital advances:Cloud computing, new social and collaboration tools plus advances in remote access enable many jobs to be easily carried out remotely & at lower costs.

• Develop & grow local leaders (and managers) with global mind-set.• Globalization and culture - a evolution of focus for HR functions.• Use big data & analytics to understand and maximize this developing

landscape .


WHO YOU ARE HIRING- THE GENERATIONAL DIFFERENCES

Traditionalists

Confirmers and Rule followers

Value: job security, process, hierarchy

Baby Boomers (late 40’s and 50’s)

Anything possible and equal opportunity

Work/family imbalance

Value: team ethic and democracy

Generation X (early 60’s – mid 70’s)

Entrepreneurial and independent

Tech literacy

Value: less corporate ladder; more challenge status quo

Generation Y (80’s & 90’s)

Extremely tech savvy and impatient

Highest employer expectations

Value: Flexible jobs/schedules and goal orientated

High flexibility will be your key differentiator above salary in future


UNDERSTANDING AND ENGAGEMENT OF TALENT

MEETING THE NEEDS OF A CANDIDATE DRIVEN

ECONOMY


INCREASING OUR UNDERSTANDING OF TALENT

METRICS AND ENGAGEMENT = PERFORMANCE AND PRODUCTIVITY

Talent qualified by numbers – where is it, what is it and how good are we at engaging it throughout the full employee lifecycle. More talent analyst duties assigned in larger/innovative companies.

A rise of new TA metrics and success factors for - Career planning, Performance management, Succession planning.

What is the performance problem? Do we really have one? What types of performance? Is it to do with training and development? Or recruitment? Or retention?

Employee health and engagement. Engaged employees are circa 38% (Workplace Research Foundation) to have above average productivity. Engaged companies can outperform another by over 200%.


MAXIMIZING OUR ENGAGEMENT WITH TALENT

What are your available networks?

Employees and company alumni.

Suppliers or partnerships.

Customers and Clients.

Fans of the company pages (Linked In, Facebook, Twitter & Instagram).

Previous job applicants.

Activation and maximising appropriate 2nd degree connections.

External referrals.

Universities – sharing key skills needs analysis for improved future courses

How do we quantify & maximise their true value?

Understanding connections - where they are, their strength and relevance - how best to manage and leverage them, and assess cultural fit.

Marketing content, intelligence and insights, product developments, showcase the employee experience.

The ‘big data’ treatment, biodata to quickly get holistic view of suitability and likelihood of interest.

Offer opportunities to grow/experience things outside of the norm.


A RECAP/SOME FINAL THOUGHTS


A REFLECTION OF THE OPPORTUNITIES• Talent Analytics to drive better hiring, development & reward decisions. New metrics around

Applicant Completions, Engagement, Productivity, Suitability, Financial Impact, Employee ROI

• New developments in ATS, mobile ready and website technologies. Instant and intuitive tools to connect, track, assess, hire and engage talent 24/7

• TA & Business leaders increasingly must operate more aligned and employee/candidate centric

• The progress of virtual teams and remote talent. Time to increase investment in embracing globalisation & greater international skills/cultural awareness

• Harnessing & integrating workforce differences is key to success, one size does not fit all anymore

• Talent engagement and employee health

• The progress of ‘candidate experience’ to a company’s ‘digital experience’ - > offer success -> employee engagement -> performance - > retention

ABOUT RMSRMS is the world’s leading provider of products, services, and expertise for thequantification and management of catastrophe risk. More than 400 leadinginsurers, reinsurers, trading companies, and other financial institutions rely onRMS models to quantify, manage, and transfer risk. As an established provider ofrisk modeling to companies across all market segments, RMS provides solutionsthat can be trusted as reliable benchmarks for strategic pricing, risk management,and risk transfer decisions.

©2014 Risk Management Solutions, Inc. RMS and the RMS logo are registeredtrademarks of Risk Management Solutions,Inc. All other trademarks are propertyof their respective owners.


ABOUT RMSRMS is the world’s leading provider of products, services, and expertise for thequantification and management of catastrophe risk. More than 400 leadinginsurers, reinsurers, trading companies, and other financial institutions rely onRMS models to quantify, manage, and transfer risk. As an established provider ofrisk modeling to companies across all market segments, RMS provides solutionsthat can be trusted as reliable benchmarks for strategic pricing, risk management,and risk transfer decisions.

©2014 Risk Management Solutions, Inc. RMS and the RMS logo are registeredtrademarks of Risk Management Solutions,Inc. All other trademarks are propertyof their respective owners.


Thank you for your attention.. Any Questions?

Please do connect with me on:

LinkedIn: https://uk.linkedin.com/in/oliverluscombe

Twitter: @OliverLuscombe

Mobile Number: (00 44) 7814 577908

https://uk.linkedin.com/in/oliverluscombe

https://twitter.com/OliverLuscombe

Future Landscape of Talent Acquisition

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