BUILDING IN-hoUse seARCh CAPABILITY

sImoN hALLeTThead of Talent Acquisition Centre of excellenceLloyds Banking GroupFIRm CoNFeReNCe

NovemBeR 2013

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Simon HallettHead of TalenT acquisiTion, lloyds Banking group

PRevIoUsLY:

heAD oF exeCUTIve ResoURCING & heAD oF TALeNT ChANGe DeLIveRY, LLoYDs BANkING GRoUP

emeA heAD oF ReCRUITmeNT, sTATe sTReeT BANk

IN-hoUse AssIGNmeNTs: BP, ABBeY, ACCeNTURe hR seRvICes, RoYAL mAIL

mANAGeD seRvICes: sChLUmBeRGeRsemA, DIAGeo, IBm

The Dark siDe: alexanDer Mann, Michael Page

introduction

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formed in 2009, wiTH 300+ years of HisTory

THe uk’s largesT reTail and commercial Bank wiTH more THan 30m cusTomers

20+ cusTomer Brands

a presence on every HigH sTreeT in THe uk wiTH 2,500 BrancHes

a major uk employer wiTH 90,000 colleagues

lloydS Banking group

1 in 3current account customers

in the uk bank with lloyds Banking group.

in 2012, lloyds Banking group

invested

£85min local charities

and communities.

lloyds Banking group’s history dates back as far as

1695

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today’S preSentation

Building in-HouSe SearcH capaBilityinsigHTs from Two previous roles

Building an in-House searcH proposiTion and capaBiliTy – external candidate focuS

developing an alTernaTive approacH – proacTive TalenT and searcH meTHods– internal talent focuS

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in-HouSe SearcH

Background State Street in 2007

tHe idea

circa 2,500 exTernal Hires

per yearinvesTmenT

services, gloBal markeTs, asseT managemenT,

corporaTe

Time To markeT

searcH spend circa £1.4m

demand markeT – aggressive compeTiTion

searcH firm delivery issues

organisaTional cosT focus

pay resTricTions / cHallenges

limiTed recogniTion of

sTaTe sTreeT as an employer

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Set up of internal SearcH function

need for resource Business case required develop THe proposiTion

APPRoACheD seARCh ReseARCheR FRom seARCh sUPPLIeR

AGReeD To TAke oN seARCh CoNsULTANT oN CoNTRACT To PeRm AGReemeNT IF TheY DeLIveReD

PRoPosAL FoR AN eIGhT moNTh TRIAL

AveRAGe seARCh Fee oF £40k

AssUmPTIoN oF 6 DIReCT PLACemeNTs IN 8 moNThs (1 PeR moNTh ALLowING FoR 2m seTUP) : sAvING £240k

CosT AssUmPTIoNs: £7k mAPPING PeR AssIGNmeNT PLUs seARCh CoNsULTANT emPLoYmeNT CosTs: ToTAL £102k

TRIAL BUsINess CAse: £138k FoR 6m, ANNUAL FoReCAsT £291k

sUPPoRT BUsINess CAse

FACILITATe The seLL To The BUsINess mANAGeRs

DesIGN The PRoCess

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tHe propoSition

Business Heads & Heads of Hr engaged wiTH service proposiTion & new service offering

service offeringexTernal execuTive searcH for senior rolesjoB and candidaTe specificaTionresearcH / sourcingprocess and candidaTe relaTionsHip managemenTscreeningoffer negoTiaTioncandidaTe closingonBoardingapprovals

compeTiTor inTelligence / researcHmappingsTrucTuresproducTs / sTraTegycompensaTion BencHmarking

BenefiTs of using THe searcH funcTionTimeframes. exTernal searcH firm up To 8 weeks for a sHorTlisT

inTernal approacH drip feed candidaTes in / sHorTlisT wiTHin 4 weeks

TargeTs in markeT recepTive To approacH direcT from employer

very few off limiTs resTricTions apply To in-House funcTion

cosTlow risk approacH iniTial researcH from in-House 10 working days

if qualiTy noT rigHT – proceed To exTernal searcH

opTion To use parTner mapping firm To Help deliver full map

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execution

iniTial focus on idenTifying “sTraigHT forwards” roles

criTical To develop advocacy and early success

criTical To Have Hiring Team updaTes

sHorT weekly updaTe To keep searcH on Track

idenTify poTenTial issues, enaBle early and proacTive issue resoluTion

equip your searcH recruiTer To perform

cap roles Being worked aT 10 - 12 maximum

roles aT varieTy of sTages

cusTomer focus is key

inTernal service provider

Be Better, more reSponSive tHan external SearcH partnerS and add value

candidaTe communicaTions

ongoing, frequency of updateS, act in candidateS and organiSationS BeSt intereStS

Be Seen to go tHe extra mile for tHe candidate and Build relationSHipS and truSt witH tHem – it will Benefit tHe perception tHe candidate HaS of your organiSation

imporTance of iniTial Briefing meeTing

agree requiremenTs of role and person specificaTion

idenTify TargeT organisaTions and sources / conTacTs

define inTerview process

seT expecTaTions and commiT To delivery milesTones

leverage range of researcH / sourcing opTions

linked in

recommendaTions from Business, Teams, oTHer managers, conTacTs

on line searcHing

Business sysTems e.g. BloomBerg

alumini

HisToric searcH / researcH maTerial

markeT maps

1 3 562

4poinTs To noTe:

importance of qualifying and cloSing tHe candidate

counter offer preparation and reSignation coacHing

engagement maintained tHrougH tHe noticed period and enSuring tHe BuSineSS iS engaged in tHe candidate relationSHip

recommendationS and referralS at candidate Start point

effective management of reSearcH and market intelligence information

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reSultS

keY ChALLeNGe BeCAme PRIoRITIsING AND mANAGING DemAND FoR The seRvICe

2ND seARCh ReCRUITeR hIReD AFTeR 10 moNThs

oveR 25 DIReCT PLACemeNTs IN FIRsT YeAR £1m+ oF CosT BeNeFIT

DeLIveRY oF CoNFIDeNTIAL DATA / INsIGhT To BUsINess

seARCh ReCRUITeRs UseD To FURTheR UPskILL wIDeR ReCRUITmeNT TeAm oN DIReCT hIRING

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in-HouSe SearcH for internal talent

Background lloyds Banking group 2011

2010 and 2011 circa £8.5m spend on searcH for THe group (execuTive and non execuTive posiTions)

60% execuTive Hires exTernal

execuTive populaTion of circa 450 leaders plus inTernal feeder populaTion (level Below) of 2000

inTernal and exTernal sourcing frequenTly commence simulTaneously leading To incompleTe searcHes and spend

mindseT of some leaders THaT exTernal Hires musT Be BesT…

common feaTures of lBg execuTive roles: sTraTegy, people leadersHip on large scale, complexiTy – cHallenge for newly Hired leaders To Be successful

review conducTed inTernal and exTernal recommendaTions

creaTe new searcH psl wiTH revised Terms

sTrengTHen governance around exTernal role sign off and searcH iniTiaTion

compleTe inTernal recruiTmenT firsT

seT TargeT of inTernal / exTernal placemenTs aT 70 / 30

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development of internal SearcH

TalenT & execuTive resourcing coe’s worked TogeTHer

1 IDeNTIFIeD The TALeNT sYsTem hAD seARCh FUNCTIoNAILITY

2 mANDATeD ReGULAR UPDATes oF INTeRNAL Cv’s AND UPLoADeD ALoNGsIDe TALeNT RATINGs INTo The TALeNT sYsTem

3 IDeNTIFIeD INTeRNAL ResoURCe To CoNDUCT INTeRNAL seARChes AND heLP INTeRNAL TALeNT BRokeRING

4 ADveRTIse some RoLes INTeRNALLY

5redesigned THe execuTive resourcing process: BUILD IN TALeNT BRokeRING AND INTeRNAL seARCh INTRoDUCe INCReAseD sIGNoFF FoR exTeRNAL seARCh (PRove INTeRNAL oPTIoNs exhAUsTeD)

6relauncH of execuTive resourcing process: hR DIReCToRs AND LeADeRshIP UPDATe ReCRUITeR woRkshoPs seARCh FIRm LIvemeeT

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internal SearcH proceSS

vacancy aTr

internal search

advertise

internal talent data

initial longlist:candidates

engaged

candidates current T&d partner/

manager to confi rm if appropriate

go-to role

candidates current line manager

notifi ed

longlist submitted to

hiring managershortlist

cross-divisionalsuccession plans

redeployment

Talent Brokering

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talent deployment & Brokering

key drivers

regularity

purpose

• Improve the breadth and depth of Executive Talent & Talent Pipeline

• Create proactive movement of Executive Talent & Talent Pipeline

• Introduce transparency of the internal search process to stakeholders, improving the quality of long lists for vacancies

monthly senior leaders’ scenario planning

scenario planning, proactive talent moves

fortnightly group wide Executive Talent Brokering

validation of long listsfor current grade H+ vacancies based onholistic talent data

weekly group wideTalent Brokering

cross-divisional grade gtalent movement.sharing roles and

colleagues suitable forcross divisional movement

group wide candidatesraised (import/export)other colleagues long

listed from within division/function

divisional TalentBrokering

capaBiliTy & engagemenT (cenTral) responsiBiliTy

TalenT pools:

• GENERAL BANKING• INSURANCE• SPECIALIST• SERVICE AND OPERATIONS• QUANTATIVE• PROFESSIONAL

divisional responsiBiliTy

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example pen portraitSimon Hallett Head of talent acquiSition

Simon’s career to date has seen him develop a broad range of leadership and transferrable strategic, operational, commercial & change skills. His experience has been gained in resourcing/talent and has seen him build and lead in-house recruiting functions across the uk, europe, middle east and africa. Simon has developed and implemented resourcing strategies for graduate, volume, niche, temporary/contract and executive hires. He has also implemented and managed outsourced recruitment models, developed in-house direct candidate sourcing strategies and integrated resourcing elements of corporate acquisitions.

following a law degree Simon joined a market leading recruitment business as a graduate trainee. He quickly progressed into recruitment before recognising an opportunity to utilise his skills and knowledge to improve the effectiveness of organisations resourcing activity.

through his career Simon has held a mix of consulting and permanent positions which has allowed him to develop strategic, leadership, operational and implementation/change skills. key achievements include: – royal mail group, Head of it recruitment/project manager: established centre to handle 3,500 positions per annum – elan reSource, Head of recruitment diageo/Schlumberger: p&l responsibility for £28m, £1m cost saving through supplier rationalisation and rate reductions – accenture Hr Services, channel programme manager: £2m savings achieved by implementing a direct sourcing model – abbey, resourcing delivery manager: Strategy development for 7,500 hires per year – Bp, recruitment programme manager: £4.5m of cost savings through reducing contractor use and increasing permanent hire numbers – State Street corporation, vp & emea Head of resourcing: delivery of circa 1,500 hires annually through his emea teams, successfully completed 4 acquisition integrations, reduced agency use from over 60% to 6% of placements in a 3 year period, saved £2.2m through outsourcing temporary recruitment and setting up an in-house executive search function.

Simon joined lBg in 2011. Since may 2013 as Head of talent acquisition Simon has built out a new centre of excellence function. Simon’s role and team is now responsible for developing the groups recruitment Strategy, policy, frameworks and tools. prior to may 2013 Simon was Head of executive resourcing and was instrumental in launching internal talent search at executive levels for the group to increase internal hiring to over 70% of filled positions. He also implemented a new group wide executive search pSl, increased governance and control over the executive resourcing process, enhanced the approach to assessing and registering Sif approved persons and enabled enhanced use of data allowing insight and alignment to the groups talent strategies.

Simon’s capabilities and ambition are demonstrated through taking leadership and technical roles. Simon took on a second grade g leadership role 7 months leading not only executive resourcing but also the change delivery team (30 people) which he led through a restructure whilst continuing to deliver key group programmes and transition work to new teams. Simon has implemented innovative resourcing strategies to deliver improved results and cost benefit through his teams. this strategy, improvement and change background has allowed him to develop strong influencing and presentation skills. His knowledge of a broad range of resourcing areas, taking on broader non resourcing roles and the commercial capability this has developed provide Simon with a skill set wider than pure operational resourcing management and delivery.

Simon is driven to deliver outstanding results and transformation in the resourcing and talent areas and has ambitions to progress into bigger strategic and/or operational roles in the future. in the past Simon has worked with the princes trust to deliver employability coaching. He is married with 2 young children and is a keen golfer.

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BenefitS

deepened and more visiBle TalenT pipelines

increase in inTernal placemenT numBers

2011 from 40% To 73% 2012 acHieved 77%

progress on increasing numBers of inTernal female leadersHip moves

40% increase in placemenT of HigH poTenTial TalenT for BoTH laTeral and promoTional moves aT execuTive levels in 2012 vs 2011

25% reducTion in cancelled and incompleTe searcH fees

addressing engagemenT survey feedBack aBouT creaTing inTernal career and developmenT opporTuniTies

nexT sTeps

developmenT of ligHTer ToucH more auTomaTed approacH To inTernal moBiliTy for roles lower in THe organisaTion

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tHankS for liStening

queStionS

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