conoco phillips uses taleo analytics for recruiting excellence
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Journey to Recruiting Excellence
Barb Sheedlo Manager, Recruiting & StaffingConocoPhillips
About ConocoPhillips
• An international, integrated energy company
• Headquartered in Houston, Texas, ConocoPhillips operates in more than 30 countries
• Third-largest integrated energy company in the United States and fourth largest refiner worldwide
• Approximately 30,000 employees worldwide and assets of $155 billion
As of Dec 31st, 2009 2
Our SPIRIT Values
• Our Purpose: Use our pioneering spirit to responsibly deliver energy to the world.
• Our Values:
Safety
People
Integrity
Responsibility
Innovation
Teamwork
3
People Strategies Play a Key Role in Business Results
People People ImplicationsImplications
People People ImplicationsImplications
Business Business ResultsResults
Business Business ResultsResultsBusiness Business
StrategyStrategyBusiness Business StrategyStrategy
Changing Changing Business Business
EnvironmentEnvironment
Changing Changing Business Business
EnvironmentEnvironment
Industry TrendsIndustry TrendsIndustry TrendsIndustry Trends
InternalInternal
TrendsTrends
InternalInternal
TrendsTrends
People People StrategiesStrategies
People People StrategiesStrategies
“We firmly believe that people are the key enabler
to implementing business strategies successfully”
“We firmly believe that people are the key enabler
to implementing business strategies successfully”
Global Workforce Planning
Global Workforce Planning
Succession Planning
Succession Planning
Employee & Leadership
Development
Employee & Leadership
Development
Compensation & Benefits
Compensation & Benefits
Recruiting & Staffing
Recruiting & Staffing
Performance ManagementPerformance Management
Talent Management ProcessesTalent Management Processes
4
Business Value: Talent Management Process Enables…
Right person
Right skills
Right assignment
Right time & cost
Recruiting at ConocoPhillips
Technology
Taleo with SAP
integration
Recruiting Services
Recruiting Center of
Excellence
Recruiting Operations
(in house recruiters)
•Global Processes
•Best Practices
•Training
•Consulting
•Metrics & Reporting
•Background checks
•Medical
•Drug screens
•Onboarding
•Experienced Hire Recruiting
•University Recruiting
•Executive Recruiting
•Talent Pipelining
•Sourcing
•Hiring Mgr Interface
2008 2009
# Applicants 88,000 57,000
# Positions Filled 4217 1908
Time to Fill 66 days 61 days
Search agency usage
< 10% < 10%
6
COP Total Hiring
0
500
1000
1500
2000
2500
3000
3500
4000
2005 2006 2007 2008 2009
Hrly/Techs/AdminExp ProfessionalsUniversity Fulltime
WhiteBlack/ Afr American
Hispanic
Asian
Not Provided
Other
58
28
59
36
95
83
39
18
48
65
55
27
0 10 20 30 40 50 60 70 80 90 100
Admin
Finance
Govt Affairs
Legal
Eng & Ops
Technology
Average Time: Posted to OfferAcceptedAverage Time: Posted to Hired
ConocoPhillips Recruiting Analytics ConocoPhillips Recruiting Analytics
Time to Fill 2009Time to Fill 2009
US Applicant US Applicant
Diversity 2009Diversity 2009
Employee Referral
Our Website
Agency
Other: Job Fairs, Prof Assocs
Job Boards
Newspapers
Sources- Sources- External Hires External Hires 20092009
7
Journey to Recruiting Excellence: 2005-2010
How to achieve process improvements within this dynamic environment?
0
50
100
150
200
250
300
350
400
2004 2005 2006 2007
Un
iver
sity
Hir
es
0
500
1000
1500
2000
2500
3000
3500
4000
To
tal
Glo
bal
Hir
es
University Hires Total Global Hires
COP Hiring ActivityCOP Hiring ActivityState of Recruiting in COP in Fall 2005Mission set to…”Attract and hire the right people, with the right skills, at the right time, and the right value”
BUT MAJOR CHALLENGES EXISTED…•Hiring numbers growing rapidly•Inconsistent staffing processes globally•New U.S. compliance standards (OFCCP)•No internal technology to support hiring•Lack of metrics to measure results•Few dedicated recruiters and staffing personnel•Huge reliance on costly search firms
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Development of COP Recruiting Program
Improving Business
Efficiency and Effectiveness
Building Recruiter Competencies in Organization
Building Recruiter Competencies in Organization
Growing Talent Pools & Managing Candidate
Relationships
Growing Talent Pools & Managing Candidate
Relationships
Recruiting AnalyticsRecruiting Analytics
Employment Branding & Sourcing Strategy
Employment Branding & Sourcing Strategy
Taleo Technology PlatformTaleo Technology Platform
Global Recruiting ProcessGlobal Recruiting Process
Foundation for Success
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Recruiting Analytics Drive Investments
Strong global markets drive significant growth
in external hiring
Strong global markets drive significant growth
in external hiring
Global Recruiting Process Mapping
Global Recruiting Process Mapping
Globalize processes and technology
Globalize processes and technology
Taleo UK & Norway
Taleo UK & Norway
2008200820082008 2009200920092009 2011+2011+2011+2011+2006-20072006-20072006-20072006-2007
Taleo US & Canada
Taleo US & Canada
Staffing Process Metrics in Operation
Staffing Process Metrics in Operation
Refining Process Metrics
Refining Process Metrics
EnvironmentEnvironment
Focus AreaFocus AreaFocus AreaFocus Area
Processes & MetricsProcesses & Metrics
TechnologyTechnology
Sourcing TalentSourcing Talent
Contingent Staffing Project
Contingent Staffing Project
2010201020102010
Careers WebsiteLaunch
Careers WebsiteLaunch
Pilot leveraged recruiting team for Corporate Staffs
Pilot leveraged recruiting team for Corporate Staffs
Recruiting decentralized across BU’s
Recruiting decentralized across BU’s
Taleo Rest of World
Taleo Rest of World
Launch Leveraged Recruiting Model-
US & Canada
Launch Leveraged Recruiting Model-
US & Canada
Intl Staffing Process Implementation
Intl Staffing Process Implementation
Recruiter Recruiter OrganizationOrganization
Internet Postings to Major Job Boards
Internet Postings to Major Job Boards
Market decline – position recruiting processes for
future return to hiring
Market decline – position recruiting processes for
future return to hiring
Forecast economic recovery, return to
normal hiring levels
Forecast economic recovery, return to
normal hiring levels
Talent PipelinesTalent Pipelines
Launch Leveraged Recruiting Model- Europe & APAC
Launch Leveraged Recruiting Model- Europe & APAC
Diversity Sourcing: Career Fairs, Univs
Diversity Sourcing: Career Fairs, Univs
Employee Referral Analysis
Employee Referral Analysis
Case Study #1
Case Study #2
Case Study #3
ConocoPhillips Recruiting HistoryConocoPhillips Recruiting History
10
Project Success Measures
Why Measure? Project Benchmarks
2007 Results 2008 Results 2 Year Savings
Time to Fill Lost productivity costs; loss of highest quality candidates
Reduce by 5 days
Reduced by 10 days
Reduced additional 6 days
$2.1 MM savings in reduced vacancy costs
% Search Agency Usage
High placement fees drive staffing costs up
Reduce usage 10%
Reduced from 16% to 5 %
Reduced from 5% to 3%
$2.7 MM savings in reduced fees
Candidate Screening Metric
Too many candidates burdens managers
Increase resumes screened by 20%
Benchmark year – managers reviewed 50,000 resumes in 2007
Improved by 30%
$50,000 savings in manager productivity
Hiring Manager Satisfaction
Recruiter service delivery
4.2 out of 5 NA 4.3
Recruiting Analytics #1 – Taleo Implementation
COP Taleo Implementation in North America significantly exceeded project benchmarks, resulting in ~ $ 5 MM in improvements over first two years
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Recruiting Analytics #2 – Employee Referral
• Businesses requested the Recruiting COE to develop a paid employee referral program in early 2007
• Employee referral programs are considered a key tool in the toolkit for successful hiring
• Recruiting COE researched best practice programs and made recommendation to implement for Taleo deployed countries
– Assumed existing referral rates were low <15% since no program in place– Assumed referral rates would grow to 25% and achieve cost savings of
$450,000– Final decision pending results of Q1 and Q2 metrics from Taleo
DATA SURPRISE
• Sourcing Metrics showed Employee Referral Rate was already 49%!
• Business case no longer existed for new program• Path forward to monitor metrics and consider an
alternative program to educate employees on how to market our opportunities
12
Recruiting Analytics # 3 – Shift to Centralized Recruiting
Gaps in Decentralized Recruiting Model
• 93 “Recruiters”* filled 2863 positions (average 31/year)
• Data integrity issues due to inconsistent processes
• Inability to build talent pools, share candidates across businesses and engage in proactive strategies
• Diversity opportunities not leveraged across business
Engineering – 336 Hires47 Recruiters / 7 hires per year
Best Practice - 3 recruiters / 112 hires per year
Upstream
Refining
Corporate
51 hires7 recruiters
203 hires20 recruiters
82 hires20 recruiters
State of Recruiting in 2008
• Taleo technology fully implemented in U.S.
• Decentralized recruiting organization
• Limited # full time recruiters; mostly HR generalists with part time staffing roles
• Staffing is still large burden for hiring managers
• Analytics indicated plateau in efficiencies
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Director, Business RecruitingDirector, Technical Recruiting
Corporate Staff Functions
• 3 Recruiters
• 1 Coordinator
COE Staff : Consulting & Program Management
Manager, Recruiting & Staffing
Manager HR Services Canada
Engineering , Projects & Operations
• 8 Recruiters
• 3 Coordinators
• University & Experienced
Engineering, Ops & Business:
• 3 Recruiters
•1 Coordinator
Recruiting Analytics # 3 – Shift to Centralized Recruiting
Cost Savings Improved Service
High-grade Hire Quality
-Time to Fill reduced 5 days over 2008
-Candidate Screening metric improved to < 25%
-Hiring Mgr Satisfaction metric > 4.4 out of 5
-Talent pipelines built for key jobs
-Silver medalist hiring
-Leverage top candidates and diversity across businesses
14
Q4 2009 Implementation in U.S.
• Full life cycle recruiting services
• Dedicated, full time corporate recruiters
• Hiring for experienced and entry level professional, administrative, and operations positions
Project KPI’sProject KPI’s
New Operations Teams are on target to deliver Project KPI’s, filling ~1100 positions by year end.
Feedback from hiring managers has been very positive!
State of Recruiting in COP in 2010Mission set to…”Attract and hire the right people, with the right skills, at the right time, and the right value”
Accomplishments to date:Consistent global staffing processes supported by technologyCentralized Recruiting Model successful in US, Canada & NorwayAchieving global KPIs for efficiency and effectiveness Analytics routinely used for investment decisionsRecruiters building talent pipelines ahead of needBroad coverage of our positions in global internet marketingInternal expertise in niche and diversity sourcing, social media strategies
Remaining journey:Recruiters service both permanent and contingent staff needsCompletion of Taleo technology/ metrics to remaining global business unitsGlobal recruiter competency model and career maps
Journey to Recruiting Excellence: 2005-2010+
15
Thank You! Questions ?
TomorrowTomorrowbeginsbeginstodaytoday
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