1. SMART 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

2. 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
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3. 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

4. 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 & 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

5. MICROSOFT RECRUITMENT FLOW

6. 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
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7. SUPPLIERS – DEFINE A STRATEGY
High Scarcity Low Value
High Value High Scarcity
Low Value & Low Scarcity
High Value Low Scarcity

8. 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?

9. Microsoft Supplier Model

10. 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
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11. 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
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12. EMPLOYEE VALUE PROPOSITION
Engagement

13. 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

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

15. 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.

16. 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

17. 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

18. 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

19. 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

21. 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

22. 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