Evaluating the Recruitment Mix
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Simon Ward presented on transforming the recruitment mix at Legal & General. Legal & General is a leading UK insurance company with 7,000 employees across 5 sites. Their internal recruitment team of 17 people had low skills and resources. Ward conducted a strategic review and implemented a new recruitment model that increased outsourcing, established clear metrics, and achieved significant improvements in hiring volumes, costs, and time-to-hire. Key lessons included having clear data and documentation, allowing extra time, and managing all stakeholder agendas.
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Evaluating the Recruitment Mix
- 1. t0845 257 1555 |e info@blueprint.uk.com |w blueprint.co.ukTITLE OF THIS PRESENTATION IS...THE RECRUITMENT MIX TRANSFORMING HIRING STRATEGYPREPARED BY: SIMON WARD1st February 2010t0845 901 1661 |e info@blueprintconsulting.uk.com |w blueprintconsulting.uk.com
- 2. SIMON WARDHEAD OF UK RECRUITMENT LEGAL & GENERALOver thirty years recruitment industry experience, spending approximately 15 years on the supply side and 15 years on the demand side of the market.Ten years working with a number of organisations of varying sizes, operating across a variety of market sectors, to help them transform the way they recruit and retain their people and to develop market leading employer brand strategies.Interim Head of UK Recruitment at Legal & General for the last year with a mandate to design and implement a new Target Operating Model for the recruitment function and explore the potential for outsourcing ..
- 3. WHO ARE LEGAL & GENERALLeading provider of risk, savings and investment management
- 4. Celebrating 175 years of trading this year
- 5. Employ c.7000 in the UK across 5 key sites
- 6. Average period of service is in excess of 13 years
- 7. In 2010 we recruited 2100 new hires including temps and contractors
- 8. C.1400 were permanent hires
- 9. Internal recruitment team of 17 organised by location
- 10. A highly traditional, risk averse business
- 11. Highly resistant to change OUR GUIDING PRINCIPLESThe Internet has changed the balance of the supply and demand side markets
- 12. There is nothing a supplier can do that we cannot do ourselves
- 13. Be brave and be prepared to sound stupid;there are no wrong answers, just unasked questions
- 14. Third party suppliers must be embraced
- 15. Try anything once, but measure everything and fail fast
- 16. Good recruitment isnt rocket science, but it is hard work
- 17. The key question is not can we do it but how do we do it
- 18. The recruitment mix drives everythingOUR STARTING POSITIONAn early stage, highly enthusiastic but under skilled and under resourced, internal team
- 19. A recruiting team structured by location in an enterprise business driven by business unit and job family organisational logics
- 20. A failing partial outsource of temporary recruitment
- 21. A perception of recruitment team failure within HR and elements of the business
- 22. A combatative, master / servant relationship with business HR
- 23. A satisfied hiring manager community, but coming from a base of low expectations
- 24. An internal drive for both cost and headcount reductionWHAT WE SET OUT TO ACHIEVECreate a respected, advisory recruiting service to the business
- 25. Establish, and deliver against a detailed SLA with the business and HR
- 26. Establish, and communicate, transparent Terms of Reference for the recruitment function
- 27. Build a platform to develop the skills and expertise of the internal team
- 28. Establish consistent best in class recruitment processes
- 29. Build agility into the model to respond to market trends and demand shifts
- 30. Communicate clear, consistent and transparent performance data and benchmark our contributions against ourselves and our competition
- 31. Continually improve our service and our core metrics of quality, cost and timeOUR APPROACHThe strategic review
- 32. Creating a plan
- 33. Measuring yesterday, today and tomorrow
- 34. Building an effective internal team
- 35. The role of outsourcing
- 37. Procurement
- 38. The concept of partnership
- 39. ImplementationEVALUATING THE MIXPurpose of the mix
- 40. Its not just channels to candidates
- 41. Impact is beyond quality, cost and time
- 42. Control of your supply chain
- 43. Control of your branding messages
- 46. The hiring manager experience
- 47. The Recruitment Teams, experienceTHE OUTSOURCE OPTIONDont be constrained by propositions, outsourcing can be whatever you need it to beOutsourcing can be a catalyst for change and not always the long term goal
- 48. Detail in the RFI and RFP documents are the key to an accurate business case
- 49. Compare apples with apples
- 50. If you dont ask you dont get
- 52. Alignment and integration with the retained organisation is make or break MEASURING SUCCESSFinancial measures
- 53. Cost per hire
- 54. Quality measures
- 55. Attrition
- 58. Time to hire
- 61. Soft measuresWHAT WE HAVE ACHIEVED SO FAR 2009 to 2010 year on year performance105% increase in value of direct hire activity
- 62. 167% increase in the return on investment in recruitment spend
- 63. 24% decrease in internal cost per hire
- 64. 55% increase in total hires
- 65. 43% increase in team productivity
- 66. 41% reduction in time to hire
- 67. 76% of permanent hires secured without the use of agenciesLESSONS LEARNTThe approach to cost measurement can vary across the business
- 68. Everyone has an agenda, including yourself
- 69. Dont assume you are all on the same page
- 70. Everything takes longer than you think
- 71. Start with the data you have, not the data that you should have
- 72. Use a formal project management methodology and a get PMO support
- 73. Frame supplier Terms and Conditions to support strategic goals
- 74. The devil really is in the detail
- 75. The best ideas can come from the strangest places
- 76. Perception is more powerful than realityTHANK YOUBLUEPRINT CONSULTING Orchard LeaDrift Road WinkfieldWindsorBerkshireSL4 4RUt: 0845 901 1661 f: 0845 901 1662e: info@blueprint.uk.com