better talent, better search, better business!...year 1: implementing the solution phase 2 raising...

Better Talent, Better Search, Better Business!

Journey from Number Driven

to Value Driven partnership

Bulent Bayram, Vodafone GroupJonathan Brown, Korn Ferry Futurestep

© 2016 Korn Ferry. All rights reserved 2

Vodafone – Korn Ferry Futurestep’s journey

BackgroundVodafone Group recruitment

challenges

Need for Strategic Partnership

to co-create value

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Summary.

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Summary.

Sept. 2014: Vodafone’s

drivers for change

Year 1: Implementing

the solution

Phase 2

Raising the Bar.

Phase 1

Building and Forming.

Phase 3

Mastery.

The Future:

being more proactive,

strategic and agile

Gaining flexibility

to take on projects

supporting the business

Journey from Number Driven to Value Driven Partnership


Negative

feedback from the

business on

service quality

and performance

Overly complex

ways of working

with Partner – too

many KPIs

Increasing need

for flexible and

scalable solutions

Lack of innovation

in areas like Mobile

platforms

Rising Agency costs needed to be addressed by re-invigorated the

Direct Hiring model & Talent Pipelining

Need for a

partner who

could provide

IP across the

Talent

Acquisition

spectrum and

build

roadmaps for

on-going

enhancements

Inaccurate

MI and Taleo

utilisation

Significant

challenges

with aged

requisitions and

time to hire

New business

agenda and

priorities e.g.

Diversity, internal

moves requiring

fresh approaches

to deliver step

changes

Need for a Strategic Partnership to co-create value

Vodafone key drivers for change


Vodafone and Korn Ferry: a true partnership

34

12(Italy, UK, Spain, Quatar,

Netherlands, South Africa,

Australia, Germany, USA,

India, Turkey, Hungary)

Completed

assignements by

Executive Search

in the last 4 years

across 7 Vodafone

entities

Placed

3 NED’s

for Chairman

13 years of partnership on the People

Survey

Styles & Climate used by 83 SLT leaders

and 279 E band leaders globally in 2015

Partner for Talent since 2005

Partner for Team effectiveness at ExCo

and SLT level

Vodafone & Hay Group Partners since 2002


Phase 1: Building and Forming

VF AgreedFuturestepAccelerated

Implementation

Improved Contract & Focused KPIs

17th November Go-Live

28th NovemberPrevious provider Exit

FS EngagedHR Director

1:1sHRBP Roadshows

Understood Functional Needs

Validated Volume Requirements

FS Listened Agreed Delivery Principles

Established roles & responsibilities

Considered Resource Impact

Obtained Commitment from

HRDs

Implementing the solution to address key business challenges


Phase 1: Building and Forming

NEW ACCOUNT

MANAGEMENTMODEL

35 Days Time to Hire

Refreshed Roles &

Responsibilities

Single Point of Contact

HR & Resourcing

focus on Selection

Drive Internal Hiring

Hiring ManagerAccountability

Key principles and asumptions in new model design


Phase 1: New challenges arise

R&DClarity of roles

in-house /

Outsourced

Right KPIs?Change / Scale

of itVoice of

Candidates?

Partnership

mindset

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http://www.ethnic-skin.co.uk/reviews.php


Phase 2: Raising the Bar

VF TA

Goals

Best in class BAU delivery: optimal team

aligment

Focus on KPIs

That matter

Focus on Gender Diversity

Quality of hire in niche areas

FS EngagedSeamless team work and offsite

days

Delivered KPI targets all green with

1 exception

Designate Programme

Specific projects for niche roles: eg Big

Data

FS Listened Team structure

aligned to business requirements

Over 95% direct sourced hiring

3% agency usage

Candidate feedback

Introduced new channels and approaches

Provided bespoke methodology for business critical

niche roles

Gaining flexibility to take on new projects supporting the business goals


Phase 2: Feedback I All Candidates

NPS Question: “How likely is it that you would recommend our recruitment process to a friend or colleague?”

Extremely likely

Not at all likely

Promoters

79%

Passives

16%NPS+73

Target

+75

10 9 8 7 6 5 4 3 2 1 0

(66) (27) (14) (4) (3) (4) (0) (0) (0) (0) (0)

Detractors

6%

YTD


Phase 2: Projects I Technology Designate Initiative

Foundations now in

place for an even

more successful

Designate 2017

Talent Pool

of +1000 females

12

Confirmed hires

Dedicated Microsite

built and deployed

to improve

awareness

and engagement

Positive reaction to

Designate initiative

& Vodafone in the

market

Recruiters provided

excellent candidate

experience(measured by survey

results)

Sponsor-led programme to attract high potential senior female talent into Technology.

Focus on passive talent on fast-track programmes in their current organisation.


Phase 2: Priority I Gender Diversity YTD

40%

TOTAL Female

Hires

37%

Internal Female

Hires

42%

External Female

Hires

Addressing the gender balance is a key objective for Vodafone; by 2020, 50% of all

employees will be female.

Our YTD female hiring shows our commitment to meeting this objective


Phase 2: New challenges arise

R&D Budget cuts

Hiring Freeze

Still Reactive

Cost model?

Is it working?


Phase 3: Mastery – From Good to Great

VF TA

Goals

Diversity: with a focus on gender

Quality of hire supported by assessment

Project niche hiring

Data analytics& Agile KPIs

FS Engaged Reconnect; Designate Talent Q and

hirevueCloud and hosting and

IOT Dedicated MI resource

FS Listened Designated resources

to focus in the key business objectives

Talent Q and Hirevue

implementation across All Line

Managers

Desiginated resources to hire into new market

areas

Detailed workforce planning and

answering the question

„so what“

Being more proactive, strategic and agile


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https://www.google.co.uk/search?q=escalation&biw=1536&bih=768&source=lnms&tbm=isch&sa=x&ved=0ahukewidnkozxzbqahvclsykhs-7ceoq_auibigb#tbm=isch&q=differentiation&imgrc=1pmqc93vrsxfym%3a


Phase 3: Example I ReConnect Project

Proactive approach –ID’s and approached

more than 1,800 career breakers

More than 300 made an application – filling 30%

of our roles

Challenged HMs and created roles for great

ReConnect profiles

Events attendance spoke at AQA Returner

about Vodafone ReConnect

Partnered with Women Returners Network

= additional 91 applications

Key Facts

Our ReConnects have had over 30 years’

career break between them!

33% of our ReConnects

are male

How we exceeded our target for ReConnect Hires by 40%

For career breakers return to the corporate world with a six-month transition

program on a 4-day working week, together with a development and support

program.


Phase 3: Example I Group Corporate Security Project

Introduction to Vodafone and Corporate

Security Team

- Virtual intro for Virtual Day

Tour of Paddington by a member of

VGCS Team during break time -

Virtual tour of Paddington for Virtual

Day

Specialist Talk by a

member of VGCS Team

during break time

Presentation & CBI with a

‘random’ Hiring Manager &

HR (Candidates prepared

presentation before

interview)

Group Exercise - same 4 assessors

for each Exercise to ensure

consistent measurement of Engage

- A longer CBI for Virtual Day to

enable Engage to be measured

during interview rather than Group

Exercise

Technical Interview with

Hiring Manager plus

‘random’ HM

Wash-Up session at the

end of each day for all

assessors to discuss and

collaborate scores

Full review of all candidate

scores and feedback after

final AC before Offers

agreed


Future 2020 Vison

Roadmap:

Continued infusion of

KF IP Internal mobility

Platform Onboarding

Mobile App

2020 Skills building

Cloud & Hosting

IoT project kick-off

Seasonal Team

Building Event

Closer cooperation

with HRBPs

Performance data –

Linked to Sourcing

channel and proactive

approaches

AI search tools

Digital & Quality

Dedicated recruiter starting as D&I Lead

FS research graduate onsite

Bringing Innovations to support Vodafone’s 2020 vision


Client Platform Services – Insight at the Point of Service

Benchmark Profile$

Market insights

Competitive landscape; recruiting metrics;

sourcing strategies

Compensation

Demand Analysis

Benchmark data by region

Experience

Experience of planning and managing

resources to deliver predetermined

objectives as specified by more senior

managers (Over 3 years to 6 years)

Job context

Policy development - The job holder...

develops planning policy.

Responsibilities

Makes sure that a portfolio of major

suppliers are delivering required levels of

service to fulfill the organization's overall

supplier management strategy.

Soft & hard skills

Focuses on the long-term business

strategy and aligns their thinking and

planning accordingly.

Future 2020 Vison


Internal

Mobility

Must be a partnership

Innovative

Reactive to Pro-active

ONE Team

CollaborationAgile and Flexible

Roles & Responsibilities

Systems & Tools

Understand Business

Business & KPI Alignment

Data Analytics

Candidate as potential

customer

HM Feedback important

Highlights I Generating Impact & Value

better talent, better search, better business!...year 1: implementing the solution phase 2 raising...

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