SOURCING AND ATTRACTING GHANAIANS FROM THE DIASPORA-A STRATEGIC OUTLOOK

by Dennis Casely-Hayford2012

PRESENTATION OVERVIEW

VisionGoalsStrategic ImperativesBest Practice/New ParadigmBrandingSourcing Strategies and TacticsSummary

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VISION

To be a valued and respected world-class Recruiting Organization that enables a high-performance culture by:

Providing pro-active, creative, strategic sourcing and recruiting

Using best practice and cost-effective tactics

Ensuring hiring objectives are achieved

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VISION FOR ENABLING TALENT IN-FLOW

A talent forecasting methodology that stems from business direction, customer expectations, and operating objectives

Established talent sourcing methodologies to uncover the best diverse Ghanaian talent in advance of needs

Partnership with Talent Management to establish a campus relations and recruitment strategy plan and resources to enable annual hiring of the best/brightest Ghanaian graduates in the diaspora with experience into management and senior management roles

Established Global Search Partnerships with specialized knowledge, processes and metrics to enable swift identification and placement of key Ghanaian talent

Talent Branding messages, collateral, and tools that can be leveraged around the world and localized, such that Ghanaian talent can appreciate all that Newmont can offer as an employer

With Speed, Acquire and Deploy Talent

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STRATEGIC GOALS

Attract and acquire Best-In-Class Ghanaian talent while providing ROI to Newmont by maximizing hiring through primary sourcing engines

Development of talent attraction channels that ensure that a robust, diverse, pipeline of high caliber Ghanaian candidates needed to ensure current and future business results are achieved

Build a great employment brand and hire the very best performers

Enable Recruiters to increase focus on best practice talent acquisition practices, i.e. hiring manager engagement, needs definition/planning, candidate closing

Streamline and reduce agency fees, and utilize savings in a more effective cost-savings spend manner

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STRATEGIC IMPERATIVES THAT UNDERLIE THE GOALS

Develop high performance Recruiters

Build and develop our sourcing capabilities

Move from a requisition-driven model to a relationship model to build talent pipelines well in advance of needs

Better leverage staffing spend and ROI

Establish, analyze, and report metrics

The ability to quickly ramp-up for growth is critical to success

CHANGING THE TALENT ACQUISITION PARADIGM TO BEST PRACTICE

Typical Paradigm-Requisition/Vacancy Driven

Reactive Recruiting

Filling Jobs

Processing Transactions

High Cost

New Paradigm-Pro-Active/Relationship-Opportunistic

Pro-Active Sourcing

Delivering Best-in-Class Talent

Building Relationships and Talent Pools in Advance of needs

ROI

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Paradigm needs to quickly change

Intake Interviewing

Decision Conversion

Act

ive C

andid

ate

s

Pass

ive C

andid

ate

s

Larger mass of passive candidates unavailable.

Pools are assembled almost entirely with active talent looking for us.

Process starts from “standing stop” each time.

All insight into candidate credentials gained after process has been set in motion.

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New Hire

Little to no emphasis is placed on restocking talent pools with qualified declined candidates.

Reactive Recruitment Model The reactive stance of recruiting ignores the larger pool of passive candidates and focuses largely on active candidates.

Source: Recruiting Roundtable Research

Proactive/Pipeline Recruitment ModelThe imperative to recruit before you have need to identify the best passive individuals and build strong relationships.

Talent Pipelines:

Deep pools of named and known talent with which we have built relationships and that can be tapped quickly to fill interview slates

High Quality Slates Every 10% improvement in slate quality translates into a 5% improvement in quality of hire.

Faster “Time to Slate”

Every 10% improvement in slate quality translates into 3% improvement in time to fill

Higher Quality Hires

Decreased Time to Fill

Lower Cost per Hire

Source: Recruiting Roundtable Research

Organizations are investing in talent pipelines …

…to drive slate quality ...and improve core recruiting metrics

Direct Outcomes Ultimate Outcomes

BRANDING

Opportunity to revitalize corporate job page by making it interactive via flash video integration, recruitment blogs, podcasts

Sponsorship and participation of events by key functional leaders

Video featuring employee testimonials Active presence on professional/social networks Recruitment at non-recruitment events, i.e.

exhibiting at trade shows and professional association events to increase brand awareness and source passive prospects

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We must increase Newmont Ghana brand visibility-Critical to our goal in attracting Ghanaians from the

diaspora

SOURCING STRATEGIES

Strategy TacticEmployee Referral Incentive Program Proactively approach key employees for

referrals (program targeting), leverage non-employee referrals, enhance reward systems for key tough to fill jobs

Talent searching via networking tools Job Posting/Candidate Sourcing-LinkedIn, Twitter, Facebook

Recruiting Advertising and Branding opportunities on targeted niche mining and Africa centric websites

Banner Advertising, Corporate Profile Ads, Corporate Video Profile, Targeted Email Campaign opportunities- InfoMine-Africa, Careers in Africa, JobServeAfrica, MyAfricaJobs, ReconnectAfrica

Participation in targeted professional/trade association events and industry career fairs

Passive/Active candidate sourcing, including branding opportunities-Careers in Africa, AfricaRecruit, Africa Mining Indaba

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SOURCING STRATEGIES (Continued)

Strategy Tactic

Internet Sourcing Job Boards, Niche Websites-InfoMine, JobsInGhana, JobListGhana, MyAfricaJobs, JobServeAfrica, Reconnect Africa, FindAJobInAfrica

Global preferred partnerships with search firms that specialize in sourcing Ghanaian talent

Leverage recruitment search firms to directly source Ghanaians in the diaspora-Global Career Company

Partnership and networking opportunities with African Student Associations in the USA

Explore networking opportunities (recruitment opportunities and brand promotion) with African Student Associations of selected top universities offering mining-focused degree programs- target demographic will be Ghanaians with experience

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SUMMARY

We need to know of business requirements well in advance of talent needs

Recruitment model must continue to shift to proactive relationship building

As the competition for top Ghanaian talent in the diaspora heats up, utilizing emerging technologies will position our recruitment strategy at the top

We must employ multiple traditional and web 2.0 sourcing strategies to uncover the best diverse Ghanaian talent

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