SMART HIRING @ APC 2011 SESSION: AP031 As you compete for the shrinking pool of talent, you need a fresh approach to recruiting. The way in which you position your offer to attract candidates is changing – the reputation and culture of your company, and the intangible benefits are major considerations for potential employees. We’ll share some insights about how we attract talent and execute our sourcing strategies.” Did you Know Video Andrew Le Lievre & Rose clement Speaker Welcome & Intro Genesis of Topic ‘Did you know’ video

PROBLEM STATEMENT Pressure to reduce costs Shrinking talent pool Processes and tools are inefficient Candidate relationship management is poor Managing a fluctuating workforce with churn Compliance with governmental regulations PLACE IMAGE/GRAPH HERE

INTRODCTIONS & KEY THEMES TODAY 1st 45min SESSION Implementation of a clear and consistent staffing process that is both efficient and effective at securing talent. Minimising productivity loss, revenue and client traction through strategic partnerships with suppliers for best quality candidate 2nd 45min SESSION Creating a sustainable Candidate Value Proposition (CVP) that drives long term relationships to build a pipeline for future opportunities Creative Sourcing Techniques and Methodologies ACTIVITY: Table introductions and Topic Suggestions

FY10 METRICS - What’s the Prize? Rolling 12 month unmanaged attrition rate of <2% 10 year continuous YoY Revenue & Profit growth Average employee tenure: circa 7 years Average cost per hires =>$2,000 68% vacancies filled internally 40% Senior Executive team are women 51% external hires in FY10 female 2009/10 Hewitt’s Best Employer ‘best of the best’ award EOWA Employer of Choice & Diversity@work winners 2 years running as well as numerous Diversity and Industry awards Internal Employee Survey 94% proud to work for MS; 92% feel their manager treats them with respect & dignity; 91% like the kind of work they do; 91% would recommend Microsoft as a great place to work

MICROSOFT RECRUITMENT FLOW

BEST PRACTICE STAFFING PROCESS ACTIVITY: For 10 minutes discuss best practices you have seen or adopted that others at your table may want to consider. Talk about: Sourcing Methodologies Selection Techniques & Candidate Evaluation Offering and On-boarding Techniques Talk through examples of nest practice in the Microsoft context after the discussion Sourcing- Applicant Tracking Systems & Market Mapping Selection - Assessment Centres & Hiring Manager Portal PLACE IMAGE/GRAPH HERE

SUPPLIERS – DEFINE A STRATEGY High Scarcity Low Value High Value High Scarcity Low Value & Low Scarcity High Value Low Scarcity

PARTNERSHIP MODELS Preferred vs. General Supplier Model Exclusive Contingent as an Engagement Strategy Direct vs. Agency – Consecutive or Simultaneous Agency Reliance – How much is too much/little?

Microsoft Supplier Model

STAFFING AGENCY ENGAGEMENT ACTIVITY: For 10 minutes discuss best or worst practices you have seen that others at your table may want to consider. Talk about: Negotiating terms & conditions Partnering for successful outcomes Examples of conflict resolution Talk through examples of nest practice in the Microsoft context after the discussion Sourcing- Applicant Tracking Systems & Market Mapping Selection - Assessment Centres & Hiring Manager Portal PLACE IMAGE/GRAPH HERE

COMMENCING AFTER THE BREAK SESSION 2 COMMENCING AFTER THE BREAK Talk through examples of nest practice in the Microsoft context after the discussion Sourcing- Applicant Tracking Systems & Market Mapping Selection - Assessment Centres & Hiring Manager Portal PLACE IMAGE/GRAPH HERE

EMPLOYEE VALUE PROPOSITION Engagement

EVP: WHAT WE DO FOR EMPLOYEES Physical Laptops, Smartphones, wireless campus, wireless broadband in the home Latest technology Open plan, high tech office accommodation; activity based work Few physical barriers to communication and decision making Conveniences to help people balance demands of life Emotional Environmental agenda, Social committees & clubs, Employee Assistance Programme, Mentors Intellectual Challenging job in an environment where ideas can flourish. Open and trusting and empowering environment Utilise feedback loops – culture of feedback Use technology to take people out of processes

CANDIDATE VALUE PROPOSITION CVP vs. EVP Which of these factors resonate with you?

EVP – WHY THEY STAY OR GO Pushing Factors ... Don’t enjoy the work that they do Poor work-life balance Not a good values “fit” with the culture / industry They do not like / respect their manager (# 1 reason) Pulling Factors ... Career growth will be better Compensation & benefits are higher (real or perceived) Skill marketability Competitors brand and reputation ACTIVITY – For 10 mins talk through the reasons people are leaving your company and what you can do to address this.

SOURCING TOP PERFORMERS War on Talent – the best are closely held Stars’ impact is out of proportion to their numbers. R&D : Top 1% = 5 to 10 times / Computer Programmers 8 times/ Analysts : Top 5% = 6 times Passive candidates open to relationship building Evangalism - Letting the best understand what it is like within your organisation Don’t forget your own! Star’s skills are often not transferable. Growing & Retaining Talent is a Commercial Imperative

WHERE & HOW TO SOURCE? Everyone! Build a talent acquisition and retention mindset within. Agency Recruiters for targeted long lists development Industry & Networking forums; Blogging - I’m looking for a boss – is it you campaign? Innovative Approaches - Protégé Soft Sell Events - ‘Top 50 in the city’ Think globally not locally – Dynamics Australia Initiative ACTIVITY – in your groups share examples of innovative sourcing you have come across

A Clear Staffing Strategy is an Essential Commercial Imperative Final Reflections A Clear Staffing Strategy is an Essential Commercial Imperative The Grass is Not Always Greener Managers Matter Get Personal

The Real Prize “Every day I face new and different challenges. Every day I learn something new from an avenue I didn't expect. Every day I grow a bit more in myself, as I understand more about myself and how I react to different situations and pressures. Every day I report to an open and respectful manager, who encourages and motivates me to achieve. Every day I meet new colleagues who are intelligent, dynamic and passionate about what they do, and who vary greatly in terms of experience and background. Every day I speak to customers who are genuinely happy to have impactful and important conversations with me about how our technology can help them to improve their business in better, faster ways. ... And every day I love to come in to work.” Microsoft Employee (Anonymous), Source : Hewitt Best Employer Survey

EVP: Knowing Why People Stay CVP: Compelling Reasons to Join Informal Formal Variety / Quality Ability to impact Network / access to Leaders Challenging work Global, Lateral, Upward Development Transparency of promotion path Support through hard times Time for relaxing Time for work study Market competitive fixed pay Variable pay to reward contribution Systemic Pay Recognition Work / life balance Career path Nature of work Employee Value Proposition

Retain: Shaping our Culture... MISSION, VISION STRATEGIC PLAN Level Order Planning MANAGEMENT People Manager Community Business processes Values Attitudes/ Mindsets Behaviour Teamwork Optimal Company Performance SKILL DEVELOPMENT Effective Feedback Commitment Conversations