seminar d2 - cipd · enhancing your brand and value to attract the right talent . jane graham...

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Seminar D2 Enhancing Your Brand and Value to

Attract the Right Talent

Jane Graham

Resourcing Manager

Enhancing your brand and value proposition to attract the right talent: The importance of having an holistic approach

Marketing in HR

Old versus new Traditional talent acquisition skills

LIVE·WORK·INNOVATE

Welcome to the HR & OD team meetingpicture of tea drinkers

It’s all about the

brand

It’s not all about

HR

Recruitment case study


Why social work?

Why social work

• Adult and Children’s social care highest spend areas (1/3 of overall budget)

• Retention poor/vacancy rates high/agency spend high – not sustainable

• Statutory service • High risk – reputation • National shortage • Supply not expected to meet demand until 2020


Welcome to the HR & OD team meetingpicture of tea drinkers Our journey - 2014

• EVP development • Understanding our audience • Major advertising campaign • Refreshed ‘offer’ (USPs), (mobile friendly) website +

new branded collateral • Social media • Candidate and employee insight/engagement • Analytics


Welcome to the HR & OD team meetingpicture of tea drinkers Our journey - 2014

• EVP development • Understanding our audience • Major advertising campaign • Refreshed ‘offer’ (USPs), (mobile friendly) website +

new branded collateral • Social media • Candidate and employee insight/engagement • Analytics

Reputation and presence

Welcome to the HR & OD team meetingpicture of tea drinkers Hard results

• 340 applications received /130 appointments made 2014/16 (105/25 in 2013/14 pre-campaign)

• Turnover 21% (2014) to 12% (2016) • Agency numbers down 67% • Agency spend reduced from £3.2M to £1.8M from 2014 (overall

council agency spend reduced by £5M since 2014/15)

• 13 vacancies remain (headcount 110.5 FTE)


Welcome to the HR & OD team meetingpicture of tea drinkers Softer results

• Long-lasting, sustainable change • Galvanised a holistic approach • More risk-friendly • Brought us into the 21st social media century! • Developed new skills in HR • Gave us a blueprint for future campaigns

Created a marketing mindset


So…what followed that?

Blueprint/toolkit – holistic approach: • Meet with hiring manager early

• Use of behavioural profiling

• More use of social rather than paid advertising

• More use of services as ‘brand ambassadors’

• Talent pooling using ATS

Welcome to the HR & OD team meetingpicture of tea drinkers


Results from our new approach

• Applications increased by 157%

• Shortlisted candidates increased by 153%

• 82% of all vacancies filled (compared to 55% the year before)

• Advertising spend has decreased by £133,860

• Social media reach and engagement increased substantially

• Hard to recruit to roles more likely filled first time round


Marketing in HR

Reference: https://www.linkedin.com/pulse/recruitment-vs-talent-acquisition-euan-mcnair

New

talent acquisition skills

ANY QUESTIONS?

25

CASE STUDY: HIRING

ENGAGING DEVELOPING

THE CREATIVE CLASS

JON DAWSON DIRECTOR OF HUMAN RESOURCES MANDARIN ORIENTAL HYDE PARK LONDON

INTRODUCTION

@JonDawson01

OVERVIEW OF THE BUSINESS KEY OBJECTIVES & DELIVERABLES CHALLENGES WHAT WE DID RESULTS / KEY LEARNINGS Q&A

AGENDA

• 2013: To create a new unique hotel brand and mark the next chapter in the luxury lifestyle hotel sector.

• EDITION brand aimed to attract guest from Music, Fashion, Art and the Entertainment

sectors. • HR Strategy: Target future employees from same sectors as the guests thus creating

natural engagement. • Train and develop hotel technical skills required.

• Create employee engagement strategies enabling guests to receive an authentic,

personalised service experience.

BUSINESS OVERVIEW

• Devise innovative talent strategies

• Attract employees from the creative class sectors to hospitality

• Create a new unique orientation experience

• Implement training programs to ensure

outstanding guest service • Craft unique employee engagement strategies to

emotionally engage the talent hired

• Develop talent for the future growth of EDITION • Devise and implement long term frameworks HR KEY OBJECTIVES

DELIVERABLES

£ BY YEAR 3

Top ¼ GALLUP GUEST SERVICE INDEX

75% EMPLOYEE

ENGAGEMENT

Build a strong positive reputation and recognised by a variety of publications

BY YEAR 5

TOP 20

BY 3RD YEAR 3

• No employer brand presence in UK • Set to compete with the high end luxury and

lifestyle established brands

• Attract and hire 250+ new employees ready for the opening

• Continue the strategies following the opening

KEY CHALLENGES

STRATEGY OVERVIEW

Devise a recruitment

strategy that would aim to attract “creative class” & hospitality professional.

.

Ensure the Interview

process was seamless where potential employees

could experience the brand.

Create a different “World Class” Orientation and on

boarding experience.

Produce exciting on the job training experiences.

Reinvent traditional hotel employee engagement

strategies.

Phase 1: Positioning EDITION in the local market • Targeted recruitment marketing campaigns • Generated excitement in sectors we aimed to attract

talent from Phase 2: Create bespoke cutting edge talent events • Employee Experience devised a set of talent events

• Like-minded people were exclusively invited to attend

• Events allowed potential candidates to find out more

about EDITION MILESTONES

EXAMPLES

Phase 3: Implement a pioneering orientation and on-boarding training strategy. • Created a unique orientation experience • Designed a 10 day “countdown” prior to opening • Constant service and training evaluations Phase 4 – Maintain the culture and hiring strategy. • Continued to host unique talent events • Orientation / training in the hotels nightclub / unique

spaces • Employee led engagement group that utilises the talent of

the “creative class” MILESTONES

EXAMPLES

• Slightly higher levels of labour turnover when compared to hotel sector

• Talent targeted by the competition

• Training new employees from outside of hospitality sector took longer

• Increased time to hire due to the more in depth interview process

• Larger investment in recruitment advertising strategy originally required

• Detailed cost benefit analysis over 3 years demonstrated the business results and

profitability outweighed the drawbacks

DRAWBACKS

THE RESULTS

2017: 3rd place

2016: 7th place

2015: 8th place

THE BEST PLACES TO WORK IN HOSPITALITY RANKINGS

KEY INDUSTRY ACHIEVEMENTS:

• “Best Hotel in the UK” in 2015 at the annual industry Catey awards “The Oscars of the hospitality world for the UK”.

• In 2016 the Hotel was shortlisted as a finalist at the CIPD awards • 2016 HR Team of the year at the industry Catey awards

£M By year 2

£ Highest £ generating

Restaurant in company

GALLUP Top ¼ of Ritz Carlt

on Benchmark

EMPLOYEE ENGAGEMENT

Target: 75% Results: 76%, 81%

Various Industry

Accolades & Publication Write ups

• Have a clear HR strategy that focuses on your

customer service needs

• Know your short term and long term objectives

• Work with experts in their field to help you devise your recruitment marketing plan

• Keep evaluating your strategy – Do the positives outweigh the drawbacks?

• Involve your talent in shaping your employee engagement strategy

• Push the boundaries & don’t be afraid to do things differently to your industry norms

KEY LEARNINGS

THE NEXT CHALLENGE

PRACTICING THESE CONCEPTS @ MANDARIN ORIENTAL

QUESTIONS

@JonDawson01 @JonDawson01

seminar d2 - cipd · enhancing your brand and value to attract the right talent . jane graham...

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