Transforming

Talent Acquisition

Christine Connor Head of Talent Acquisition

#intalent

The Way We Were

Store Support

Store Operations

Contractor Management Graduate

Store Support

Talent Acquisition

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Hiring Pain

What was the opportunity?

Speed Quality

• Consistent volume over past 5 years

• 4 FTE • Days open higher than

we’d like • Some process

inefficiencies • Candidate engagement • Limited proactive

sourcing

• Active job seekers only - “post & pray”

• Limited screening and assessment

•  Internal hires could be greater

•  Inconsistent market message about Coles

• Year 1 attrition high

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DATA

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The voice of Coles ...

Our values

Our ways of working

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Not everyone is

looking

Everyone is a potential

candidate or brand

ambassador, even your consumers

Building relationships and communities is key

Recruitment is boring

The New Recruitment… Talent Acquisition

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Recruitment 1.0: post and pray candidate attraction, focus on active job seekers, reliance on agency databases, print advertising, fill the seat with someone

Recruitment 2.0: post and pray candidate attraction, focus on active job seekers, online job-board adverts, ATS, hire the ‘right-ish’ person.

Recruitment 3.0: focus on non-active / passive individuals, hire the best talent, build talent pipelines and communities, competitor mapping , EVP, Branding and PR

Recruitment 4.0: is all about leveraging the value of communities created by Recruitment 3.0, external referrals

The Roadmap to Talent Acquisition

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Where we are currently…

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Developing

Foundational

Strategic

Traditional

Jobs Post-and-pray Targeted engagement

to attract highly qualified candidates

Talent segmentation and prioritization

Jobs on niche boards and social platforms

Sourcing

Reactive, over-reliant on agencies

Engage with strong pipeline of leads and

‘silver medalists’

Team-wide pipelining with engaged talent

communities

Build internal capabilities to focus on passive talent

Metrics

Established metrics and benchmarks Data driven decision making

Brand

Defined employer brand strategy

Influential talent brand engaging employees

and candidates

Understanding of employee

value proposition

2015

Partnership

Talent Acquisition siloed from HR

Strong collaboration with Marketing, PR,

Communications

Strategic business advisor to C-Suite

Engage HR counterparts and Hiring Managers

The Plan

#intalent

Where we’re headings towards…

#intalent

Developing

Foundational

Strategic

Traditional

Jobs Post-and-pray Targeted engagement

to attract highly qualified candidates

Talent segmentation and prioritization

Jobs on niche boards and social platforms

Sourcing

Reactive, over-reliant on agencies

Engage with strong pipeline of leads and

‘silver medalists’

Team-wide pipelining with engaged talent

communities

Build internal capabilities to focus on passive talent

Metrics

Established metrics and benchmarks Data driven decision making

Brand

Defined employer brand strategy

Influential talent brand engaging employees

and candidates

Understanding of employee

value proposition

2015

2016 2017

Partnership

Talent Acquisition siloed from HR

Strong collaboration with Marketing, PR,

Communications

Strategic business advisor to C-Suite

Engage HR counterparts and Hiring Managers

Group Talent Acquisition Why the need to transform?

 Sharon Tan  SingTel Group, Head of TA

#intalent

 Service to business was inconsistent, inefficient and not scalable. Landscape prior to April 2015

State of play: •  No global policy •  Independent recruitment •  Silo’s of 3 distinct business functions without much

interaction •  No consistent process or technology •  Lacking a clear EVP for the external market

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Landscape prior to April 2015

Implications: •  No clear guidelines or expectations for function and

business •  Inconsistent hiring experience •  Poor resource optimisation •  Low credibility with the business •  Low governance and potential risks to the business •  Unsustainable and inefficient model that required

change

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Group Talent Acquisition 3 year roadmap

FY 2017

FY 2016

FY 2015

Building the Foundation & Consolidation ALIGN and FOCUS

Embedding & Driving Further Cost Savings ENABLEMENT

Focus on execution to increase overall quality, reduce cost & increase satisfaction & retention

CONTINUOUS IMPROVEMENT

Strategy & Operating

Model

Team Structure & Capability

Policy

Process & Metrics

System & Supplier

Management

 Taking an approach to align and focus, enable and improve formed the milestones of the strategic vision for Group Talent Acquisition.

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 A management focus has been placed on transforming policy, process, people and systems in order to build one global talent acquisition function.

Management focus for last 10 months

SUCCESS INDICATORS

•  Faster Time To Hire •  Overall Cost of hires to start

coming down •  Improved Quality of Hires •  Improved Customer Service to

Business

Recruitment & Selection Refer A Friend

Types of Employment (Contractor policy

consolidated into one)

Service Proposition Sourcing

Interviewing Offers / Onboarding

Communication Roles & Responsibilities

Lift Capability Organization structure

One HR Dashboard/Metrics

Channels Assessments Social Media

Policy Process People

Technology

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As at Feb 15 , NCS TBI = 13%, Optus TBI = 14%

Talent Brand Reach Talent that is familiar with us as an employer

Talent Brand Engagement Talent that is interested in us as an employer

Viewing employer profiles

Connecting with your employees

Researching company and career pages

Following your company

Viewing jobs and applying

23% (at Feb 2015)

Talent engagement as measured by LinkedIn’s Talent Brand Index (TBI)

623K Reached members

144K engaged members

Talent Brand Index =

Talent Brand Engagement Talent Brand Reach

=

at Feb 2015

Exceed FY2015 target by 2 ppt

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Initiatives: •  Change workshops •  Starting of a dedicated sourcing team and

piloting of talent pools •  Secondments, Peer mentoring •  Project plan with LinkedIn on specific tools

and leverage •  TAO set up and automation and simplification

are key •  Commercial metrics for TA team and

Business

Opportunities & Initiatives FY2016

Opportunity Areas:

Team Structure & Capability

Social Media

Processes & Metrics Branding & Recruitment Marketing

Talent Pools

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2015