Using data to become a strategic talent advisor

 @JennyDeVaughn  Senior Director  Employment Branding and Sourcing  ADP

#intalent

 http://jobs.adp.com ADP

“You seek too much information and not

enough transformation.”  ― Shirdi Sai Baba

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Talent Acquisition Transformation  Simplify Innovate Grow

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Is Your Company a Talent Factory?  HR Leading Human Capital Management (HCM)

•  Accountability for top talent from Corporate Social Responsibility (CSR) and Diversity partnerships

•  Internal Drive Your Career program •  Business Process Innovation (BPI)

opportunities •  Lower Interview to Hire Ratio

•  Improve Candidate Quality

•  Increase Response Rate

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Talent Advisors  Inspiring Innovation

Historical and competitive talent data •  Ideal location(s)

•  Salary range

•  Diversity

•  Lowest cost per hire

Talent pool availability •  Internal

•  External

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Over 50 critical openings in six locations at three different levels: •  Product Owner •  Senior Product Owner •  Chief Product Owner

•  Potential Candidates in the Workforce: 250 •  Direct Employers Currently Competing: 69 •  Open Jobs Posted by Direct Employers: 132 •  Difficulty (Easy=0% and Most Difficult is 100%) 90%

Product Management Hiring Initiative

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$960 ADP’s Cost per Hire for LinkedIn Job Slots

 Source: TMP, 2014

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ADP Global Employer Brand and Marketing  Insightful Expertise

More Needles, Less Haystack •  Customizable Employee Value Proposition (EVP)

•  Targeted pay per click advertising and content

•  Remove sources of unqualified applicants

•  Partner with leaders on hiring events, referral bonus, and video assets

•  Focus on global mobile easy apply

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If you aim at nothing, you will hit it every time.

 ― Zig Ziglar

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Net Promoter Score (NPS)

•  Candidates are detractors, passives, or promoters based on their feedback •  Reach out to each type to follow-up •  Feedback used with the hiring manager and the recruiter •  Included in individual performance and quality goals

 Measure Candidate Experience

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•  Collaborate with all internal brand leaders

•  Gather best practices – LinkedIn blogs, webinars, and content

•  Start with a pilot – one hiring initiative, one location, one business unit

•  Let the data guide you, not your gut instinct

Next Steps

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ADP Careers  https://www.linkedin.com/company/adp/careers

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  Jeff Batuhan   Sr. Director, Global Talent Acquisition

  Stryker Corporation

Using data to become a strategic talent advisor

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Agenda

Talent Management Approach

Defining Success Profile

Utilizing Data to Connect, Inspire & Transform

Leveraging your internal and external partners for development

Q&A #intalent

on FORTUNE 500

#305

included in the Standards & Poor’s

500 Index

500 S&P

in annual sales globally in 2013

$9.0B

employees worldwide

25K+

straight years of sales growth

34 countries where Stryker

products are sold

100+ manufacturing

and research & development locations worldwide

32 patents owned globally in 2013

5,203

*Non-GAAP financial measure. A reconciliation of Adjusted Diluted Net Earnings per share to GAAP Diluted Net Earnings Per Share is included in the Company’s Annual Reports on Form 10-K.

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Sales $B

34 Straight years of sales growth 18% CAGR in sales

over 34-year period $9B annual sales globally in 2013

2013

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100 Best Mid Companies Stryker UK Ltd. Recipient for the

seventh consecutive year

Great Place to Work® Institute Canada

Ranked #42, fourth consecutive year

Global Recognition

World’s Most Admired Companies in Medical Products

& Equipment Recipient for the thirteenth

consecutive year, #4 in 2014

Largest U.S.-Based Companies Joined the list in 2003 as #493,

moved to #305 in 2013

Employees’ Choice Best Place to Work

Recipient for the first time, ranked #48

Recipient for the fourth consecutive year, ranked #42

in 2014

Great Workplace Award Recipient for the sixth time in 2013

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78% of 1,200 CEOs from 60 countries list 7 top issues:

Talent is #1  - PricewaterhouseCoopers Survey

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 Utilizing data every step of the process Talent Management Approach

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Success Profile

Hiring Strategy

Onboarding Engagement Development

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Our Journey

•  Recruiters #1 focus is filling jobs •  Little investment on the team’s development •  Metrics not clearly defined •  Process and ATS system utilization were inconsistent •  Poor candidate experience (Glassdoor ranking) •  Hiring Manager Satisfaction 7.0/10 •  49% of the jobs have been opened for over 90 days •  30+% agency utilization

Metrics (Prior 2012)

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Strategic Talent Advisors  Redefine Recruiters as Talent Advisors

•  Business first •  Challenge-don’t just satisfy-

hiring managers •  Labor market expertise •  Candidate experience •  Mentors others

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Hire Experienced?

Hire Talent/Potential?

OR

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Connect

General Talent Acquisition Overview New Hire Orientation

TA Process & System

Metrics, Analytics & Reporting

Process & Applicant Tracking System

Selection & Sourcing Tools

LinkedIn, CRM, Talent & Supply Demand Portal

Talent Selection (Gallup) - Renowned Recruiters

Stryker Business

Job Shadowing/ Ride Along

Corporate Overview & Organizational Structure

CEB Talent Advisor Pipeline Management Strategic Advisor

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Inspire

Team engagement survey data

Align recruiter incentives

to strategic impact

Annual Talent Acquisition Academy

•  Performance Analytics •  Hiring Manager Satisfaction Survey •  Candidate Experience Survey •  Certification Data Results (i.e. LinkedIn)

•  Formal discussion every 6 months •  Ongoing professional and

development training •  Developmental assignments/projects

Transform  Leverage Recruiting Managers and data to accelerate development

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Leveraging internal and external partners to accelerate

Talent Advisor capabilities

•  Hiring Manager Satisfaction – 8.4/10 vs 7.4* •  Aging requisitions above 90 days – 28% vs 49% •  Agency Utilization – 9% vs 30+% •  Talent Export – 15%-20% •  Team Engagement – 4.45 GrandMean **

Metrics & Accolades

•  2014 Candidate Experience Award (CandE) •  2014 LinkedIn Most InDemand Employer in the US •  2014 Glassdoor’s Best Places To Work

• *CEB US Benchmark • ** Gallup WW Database (75th Percentile)

Our Progress

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Key Take Away •  Define and clarify your specific Talent Advisor capabilities

•  Incorporate data into your assessment and selection strategies •  Provide your recruiters development opportunities closing the gap

•  Embed measures of strategic impact into scorecards

#intalent