Customer session: Get proactive, driving change in your talent organisation. Christine Connor, Head of Talent Acquistion, Coles. Sharon Tan, SingTel Group, Head of Talent Acquisition, SingTel. In this session you will learn how leaders from two large companies have effected change within their organisation. At Coles, Head of Talent Acquisition Christine Connor is in the midst of a three year journey of transformation, with the end goal of shifting recruitment from a reactive to more proactive model. Recently, this has included building out new internal hiring capabilities, partnering with a RPO, and now re-focusing on talent brand. For SingTel, acting Head of Talent Acquisition Sharon Tan is leading the building of a centralised operating structure, including a more efficient and reliant in-house recruitment team and a renewed focused on talent brand. If you’re looking to effect similar change within your company, this presentation is for you. Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN

2. Transforming
Talent Acquisition
Christine Connor
Head of Talent Acquisition
#intalent

3. The Way We Were
Store
Support
Store
Operations
Contractor
Management
Graduate
Store
Support
Talent
Acquisition
#intalent

4. Hiring
Pain
What was the opportunity?
Speed Quality
• Consistent volume over
past 5 years
• 4 FTE
• Days open higher than
we’d like
• Some process
inefficiencies
• Candidate engagement
• Limited proactive
sourcing
• Active job seekers only
- “post & pray”
• Limited screening and
assessment
• Internal hires could be
greater
• Inconsistent market
message about Coles
• Year 1 attrition high
$#intalent

5. DATA
#intalent

6. #intalent

7. #intalent

8. #intalent

9. The voice of Coles ...
Our values
Our ways of working
#intalent

10. Not
everyone is
looking
Everyone is
a potential
candidate or
brand
ambassador,
even your
consumers
Building relationships and communities is key
Recruitment
is boring
The New Recruitment…
Talent Acquisition
#intalent

11. Recruitment 1.0: post and pray candidate attraction, focus
on active job seekers, reliance on agency databases, print
advertising, fill the seat with someone
Recruitment 2.0: post and pray candidate attraction, focus on
active job seekers, online job-board adverts, ATS, hire the
‘right-ish’ person.
Recruitment 3.0: focus on non-active / passive
individuals, hire the best talent, build talent pipelines
and communities, competitor mapping , EVP, Branding
and PR
Recruitment 4.0: is all about leveraging the value of communities
created by Recruitment 3.0, external referrals
The Roadmap to Talent Acquisition
#intalent

12. Where we are currently…
#intalent
Developing
Foundational
Strategic
Traditional
Jobs
Post-and-pray
Targeted engagement
to attract highly
qualified candidates
Talent segmentation
and prioritization
Jobs on niche boards
and social platforms
Sourcing
Reactive, over-reliant on
agencies
Engage with strong
pipeline of leads and
‘silver medalists’
Team-wide pipelining
with engaged talent
communities
Build internal capabilities
to focus on passive talent
Metrics
Established metrics
and benchmarks
Data driven decision making
Brand
Defined employer
brand strategy
Influential talent brand
engaging employees
and candidates
Understanding
of employee
value proposition
2015
Partnership
Talent Acquisition
siloed from HR
Strong collaboration with
Marketing, PR,
Communications
Strategic business
advisor to C-Suite
Engage HR counterparts
and Hiring Managers

13. The Plan
#intalent

14. Where we’re headings towards…
#intalent
Developing
Foundational
Strategic
Traditional
Jobs
Post-and-pray
Targeted engagement
to attract highly
qualified candidates
Talent segmentation
and prioritization
Jobs on niche boards
and social platforms
Sourcing
Reactive, over-reliant on
agencies
Engage with strong
pipeline of leads and
‘silver medalists’
Team-wide pipelining
with engaged talent
communities
Build internal capabilities
to focus on passive talent
Metrics
Established metrics
and benchmarks
Data driven decision making
Brand
Defined employer
brand strategy
Influential talent brand
engaging employees
and candidates
Understanding
of employee
value proposition
2015
2016
2017
Partnership
Talent Acquisition
siloed from HR
Strong collaboration with
Marketing, PR,
Communications
Strategic business
advisor to C-Suite
Engage HR counterparts
and Hiring Managers

16. Group Talent Acquisition
Why the need to transform?
​ Sharon Tan
​ SingTel Group, Head of TA
#intalent

17. Service to business was inconsistent, inefficient and not scalable.
Landscape prior to April 2015
State of play:
• No global policy
• Independent recruitment
• Silo’s of 3 distinct business functions without much
interaction
• No consistent process or technology
• Lacking a clear EVP for the external market
#intalent

18. Landscape prior to April 2015
Implications:
• No clear guidelines or expectations for function and
business
• Inconsistent hiring experience
• Poor resource optimisation
• Low credibility with the business
• Low governance and potential risks to the business
• Unsustainable and inefficient model that required
change
#intalent

19. Group Talent Acquisition 3 year roadmap
FY 2017
FY 2016
FY 2015
Building the Foundation & Consolidation
ALIGN and FOCUS
Embedding & Driving Further Cost Savings
ENABLEMENT
Focus on execution to increase overall quality, reduce cost
& increase satisfaction & retention
CONTINUOUS IMPROVEMENT
Strategy &
Operating
Model
Team
Structure &
Capability
Policy
Process &
Metrics
System &
Supplier
Management
Taking an approach to align and focus, enable and improve formed the milestones of the
strategic vision for Group Talent Acquisition.
#intalent

20. A management focus has been placed on transforming policy, process,
people and systems in order to build one global talent acquisition function.
Management focus for last 10 months
SUCCESS INDICATORS
• Faster Time To Hire
• Overall Cost of hires to start
coming down
• Improved Quality of Hires
• Improved Customer Service to
Business
Recruitment & Selection
Refer A Friend
Types of Employment
(Contractor policy
consolidated into one)
Service Proposition
Sourcing
Interviewing
Offers / Onboarding
Communication
Roles & Responsibilities
Lift Capability
Organization structure
One HR
Dashboard/Metrics
Channels
Assessments
Social Media
Policy
Process
People
Technology
#intalent

21. As at Feb 15 , NCS TBI = 13%, Optus TBI = 14%
Talent Brand Reach
Talent that is familiar with us as an employer
Talent Brand Engagement
Talent that is interested in us as an employer
Viewing employer profiles
Connecting with your employees
Researching company and career pages
Following your company
Viewing jobs and applying
23% (at Feb 2015)
Talent engagement as measured by LinkedIn’s
Talent Brand Index (TBI)
623K
Reached
members
144K
engaged
members
Talent Brand
Index
=
Talent Brand Engagement
Talent Brand Reach
=
at Feb 2015
Exceed FY2015 target by 2 ppt
#intalent

22. Initiatives:
• Change workshops
• Starting of a dedicated sourcing team and
piloting of talent pools
• Secondments, Peer mentoring
• Project plan with LinkedIn on specific tools
and leverage
• TAO set up and automation and simplification
are key
• Commercial metrics for TA team and
Business
Opportunities & Initiatives FY2016
Opportunity Areas:
Team Structure & Capability
Social Media
Processes & Metrics
Branding &
Recruitment Marketing
Talent Pools
#intalent

23. 2015