Post on 27-Jan-2016
Talent Management –
Keeping yourself relevant in a changing environment !
Fiona McCarthy – Exec HR Director- Global Business Partner
Mairead Murphy – TA leader – Dell Limerick
Human Resources
Agenda
Dell Global TransformationDell Ireland
Talent AcquisitionDirect Recruitment ModelSocial MediaCV Preparation
Talent ManagementLeadership CompetenciesDell Finance Programs
Dell Global – Who we are
Revenue for Q2 was $15.5 billion
103,000
103,000 employees around the world
3No. 3 worldwide with Q2 growth of 22% year on year
Fortune 100
Every Fortune 100 company does business with Dell.
Delivering technologysolutions that enablepeople everywhereto grow and thrive
We offer our customers best-in-class solutions that are
simultaneously open, capable and affordable.
$15.5 billion
Dell Confidential
Dell today“Technology has always been about enabling human potential.”
-Michael Dell
2xIDC estimates that the Digital Universe will double every 18 months
44xBy 2020, the Digital Universe will be 35ZB - 44 times as big as it was in 2009
3 billionpeople will connect electronically via mobile or Internet technology by 2014
$420 billion2011 IT spending in
emerging markets – an increase of 10.4% over 2010
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$73 billionworldwide spending on Cloud Services by 2015
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
Industry trends
End-User Computin
g
Efficient IT Solutions
Next Gen Computing Solutions & Intelligent Data Management Virtualization
vStart
AIM Systems Management
Modular Data Centers
Networking Fluid Data Architecture
SAN & Scale-out NAS
Deduplication
Services, Security & Cloud
Multi-vendor support
BPO & applications
IT infrastructure outsourcing
Security & cloud
ITaaS, SaaS, PaaS
End-User Computing
Flexible & optimized value chain
Mobility solutions
Tablets & smartphones
Desktop Virtualization
Enterprise
Dell TodayOur growth strategySolutions that drive efficiency and flexibility for the virtual era
What people are saying
Dell execs are doing a great job linking the company’s traditional/future markets and investments with strategies for growth.
Charles King, Pund-IT
Dell has a strategic advantage starting in the mid-market. It’s a huge market and Dell has trusted advisor status.
Michele Caminos, APAC, Gartner
What is the Dell difference? To me, one of the big ones is that Dell’s approach is pragmatic and personalized.
Laurie McCabe, SMB Group
Dell’s extended ProSupport to competitors is a testament of its solutions focus—avoid protectionism and do what’s best for customers.
Greg Richardson of TBR
We get it, it’s not the old Dell. It’s about Solutions.
Bill Rust, Gartner
My big takeaway…is that Dell’s recent success is largely the result of Dell focusing on being a better Dell.
Rob Enderle, in IT Business Edge
Dell Limerick - Transformation
A Strategic Hub for Dell: aligning with the company’s
future strategies through Solutions and Services
capabilities, Global Operations execution, Customer
Engagement and Inspiring Leadership.
NowManufacturing Site - supplied hardware to EMEA customers
for 18 years
Then
Human Resources
How We TransformedChanging Work
Inspiring Leaders
Connecting with our
Customers
Live the Brand
Regional Global
Physical Virtual
Functional Cross Functional
Vertical Knowledge End to End Knowledge
Campus/Functional Individual/Global
Passive Leadership Inspired Leadership
Internal CE View NPS Customer View
Random Interactions Cadence
My Change Our Change
We focused on changing our thinking: leveraging company change, taking customer view, building our new brand and developing inspired leadership
Human Resources
DELL Ireland 2011 – Our Businesses
• DELL Solution Centre
• Global Command Centre
• Service Quality & Engineering
• Service Parts & Logistics, EMEA
• Configuration Services
Dell Services
Operations & Technology
Other Teams
• Solutions Portfolio Management
• Infrastructure Managed Services, EMEA
• IT Applications Support
• Applications Development & Support
• Global Supply Chain Operations
• Global Procurement
• Strategy and Program Management
• Global Operations Engineering
• Supply Chain Design
• EMEA Logistics• PG Client
Development
• Sales Process Re-Engineering
• Global Software & Peripherals
• IPS Engineering
• Business/Sales Operations
• Global Finance• Legal Affairs • Human
Resources
LIM
ER
ICK
• Cloud R&D Centre• Global Support
Services Operations
• Technical Account Management
Dell EMEA Commercial Sales
Other Teams
• Service Delivery Management
• Global Modular Support SaaS
• EMEA Take Back Team
• Services Training & Development
• CSMB Pan EMEA Sales
• UK Ireland Medium Business
• UK Large Enterprise/Corp
• EMEA LE Sales Operations
• Ireland Public Large Enterprise
• UKI Partner Direct• EMEA OEM Sales
(multilingual team)
• EMEA Marketing• EMEA Finance
• Human Resources
Dell Services
CH
ER
RYW
OO
D
Human Resources
Dell Limerick - Evolution
2011 – Limerick evolving as Multi-functional Global Business Centre of Excellence
2009 – Limerick ceases Manufacturing and is Established as Global HQ for Ops & Engineering
2001-5 – DELL establishes Solutions InnovationCentre and Command Centre
2001 – DELL opens EMF3, achieves Best-in-classProductivity and transformation cost
1991 – DELL launches Manufacturing Operationsin Limerick building Notebooks and Desktops
1991 – Establishes the EMEA Service Parts operation in Limerick
Human Resources
Variety of Finance Disciplines
Dell Ireland Finance – 120+ Employees
Other• Audit, Payroll, Tax, DFS
• Business Operations Controllership and FP&A
• Sales BU Controllership
Services• Controllership
• Financial Planning & Analysis (FP&A)
• Business Controls
Accounting• EMEA Services
• EMEA Statutory
• Global SKU Governance
• Corporate Governance
Global Ops• Controllership of Global Logistics and Operations/ ODM
• Facilities Controllership
Getting out there !
Talent Acquisition – Changing environment
Quarterly Strategy Forum
Recruitment Practice Changes
Moving away from reliance on agencies towards Direct Recruitment Model
Dell EMEA Sourcing Hub in Cherrywood Cost effective to invest in internal resourcing
Social Media is becoming the most popular method of sourcing candidates and Linkedin is the most widely used tool.
Companies are operating a more flexible resourcing model Limited company independent contractors Fixed term employees Outsourcing specific functions
“With recruitment costs being tightly reigned in, organisations are reducing their reliance on recruitment agencies, with more expecting to use new media/technology to recruit now (49%) compared to 2009 (31%)”
“CIPD”
Recruitment Practice Changes
Moving away from reliance on agencies towards Direct Recruitment Model
Dell EMEA Sourcing Hub in Cherrywood Cost effective to invest in internal resourcing
Social Media is becoming the most popular method of sourcing candidates and Linkedin is the most widely used tool.
Companies are operating a more flexible resourcing model Limited company independent contractors Fixed term employees Outsourcing specific functions
“With recruitment costs being tightly reigned in, organisations are reducing their reliance on recruitment agencies, with more expecting to use new media/technology to recruit now (50%) compared to 2009 (30%)” - CIPD
Human Resources
Evolution of Sourcing Candidates
From To
Employee Referrals
Career Fairs: University Career Fairs & Industry Career Expo’s
www.dell.ie/careers
Social Media has brought about a fundamental change in the channels in which we communicate.
It gives employers and prospective candidates another avenue to connect, network and scope out potential employment opportunities.
It allows organisations to target specific candidate pools, with defined skillsets, which in turn can save time and resources.
No longer about “should I use social networks”; now you can’t afford NOT to use social networks.
Dell has recently appointed a Social Media Advisor for Recruitment in each of it’s major regions
Social Media
Quarterly Strategy Forum
Dell Direct Recruitment Model
Recruiting passive candidates is the leading strategy for competing against other employers
Referrals, direct sourcing and social networks are the top rated external sources for quality candidates.
@ Dell - Social Media65% of recruitment is now done through social media platforms including LinkedIn, Facebook and Twitter
40% increase of social media hires YoY
LinkedIn helped attract almost 1000 new hires. 150,000 followers – Dell globally
Investing $1.6 million in LinkedIn globally
Employee ReferralsMore than 26,000 applicants referred by team members last year (+13% YoY)
Global Marketing
LinkedIn is… Intuitive and easy to use Employers target professionals
Excellent search capability
120+ million members in 200+ countries – 6m new members per month
Linkedin is the No. 1 direct sourcing tool for Dell recruiters in Ireland
89% of companies hiring in 2011 use social networks for recruiting, of this group 87% use LinkedIn
55% of hiring companies plan to invest more in social recruiting; only 17% will spend more on job boards and 31% will even spend less on job boards
Ireland has the 2nd
highest
penetration of
Linkedin members
in the world
Human Resources18
LinkedIn Profile – Michael Dell
Human Resources
Fastest growing online site of all time
Currently over 800m members - (huge potential for recruitment)
Individuals expect companies to have a presence on social media sites such as Facebook
Dell has 3 Regional Careers Pages – Americas, EMEA & APJ
Two way street - use the pages to post jobs, interact with followers, push out relevant information
54% of jobseekers are more likely to apply for a job at a company after becoming a fan or following the company on social media
Human Resources
40% of companies use all three top
networks – LinkedIn, Facebook and Twitter
Twitter processing 230m tweets a day, this
has increased by over 100% since the
beginning of 2011
100m active profiles with an expected
increase of 26m by year end
83% European Companies have a Twitter
account
Dell is investing resources to tap into this
huge database of potential candidates:
@CareersAtDell and @Delljobs
Human Resources
CV – Key Features
• .Clear contact details - email address and mobile phone number
Skills summary - 6 to 7 lines of a synopsis of your career to date
Career History - in chronological order including employer, job title, dates of employment
Education History/Qualifications - in chronological order only including professional or relevant qualifications
Interests - limit to 4 max with at least one related to career
Tailor your CV for each job application to reflect the requirements of the particular job
Human Resources
CV – Do’s & Don’ts
Triple check spelling, grammar and punctuation
Ask someone to proof read
Study the job specification when editing your CV
Sell yourself Use bullet points
Be cognizant of use of appropriate verbs (.ie managed, lead, created, maintained, etc)
Use decorative fonts or pictures
Include Junior and Leaving Cert results
Use company specific acronyms
Include long wordy sentences
Don’t leave unexplained gaps (ie. travelling, personal assignments, etc)
DON’TDO
Quarterly Strategy Forum
Choose the Correct Event Select event appropriate to your business
Target People and Identify Opportunities Individuals Open groups Closed groups
Approach Eye contact, smile, Introduction, Handshake
Ask Open Questions Begin asking neutral questions, Don’t sell
Follow Up
NetworkingNetworking A powerful way of building professional
relationships - process of actively fostering contacts and creating mutually beneficial ways to collect and distribute information.
Internal Network is critically important, most leadership and promotion decisions require buy in of a number of stakeholders.
How to Network
Identify potential sources for your network: 1x1’s, social events, networking events, professional development groups, seminars, business associates, customers
Develop a plan:Clear: Know what you want, define your needsConcise: Simple and easy to understandEngage: Handshake, mannerisms, eye contactRelatable: Stay conversant
Quarterly Strategy Forum
Heading in the rightDirection
Create comprehensive Linkedin profile, keep it up to date and connect with recruiters in your preferred companies
Review and tailor your CV
Network through business networking groups, social media groups, university alumni and ex-colleagues
Set up meetings with a well researched select number of Recruitment Agencies
Subscribe to industry specific Publications
Talent Management –
How relevant are you?
Human Resources
Excel
Execu
teEn
gag
e
INCLUSIVEThink globally, value diversity, collaborate and consider the impact
DECIDEBe courageous, contribute, provide/solicit input, take action SIMPLIFYFocus on what matters most, keep things streamlined and effective
CUSTOMER FIRSTAct with the customer in mind
PERSONAL EFFECTIVENESSListen, take ownership, be a role model, grow and learn ENGAGE OTHERSProvide direction, development and inspiration
DRIVE STRATEGYKnow the business, look ahead, plan for the future INNOVATEBe creative, take smart risks, continuously improve
Integrity & Ethics
Intellectual Capacity
Drive for Results
Adaptable
Tic
kets
to E
ntr
y
Dell Leadership Competencies
26
Human Resources
Human Resources
Finance Development Program
Dell’s two-year Finance Development Program gives entry-level undergraduates an opportunity to launch their Finance careers.
Program consists of four different six-month global finance rotational assignments and a significant academic focus to build solid finance and business skills
Year 1 in Bratislava, Slovakia and Year 2 in any EMEA Dell Finance Campus.
Development Benefits:Networking and exposure to executive leadership and pairing with seasoned mentors
Development sessions and workshops
Robust performance feedback and career Development planning
Human Resources
Finance Rotation Program
3 Year Process Participant Benefits Org. Benefits
• Primarily On the Job• Breadth of finance
experience• 3 – 12 month rotations• VP and Director mentor• Broad and deep
networking opportunities
• Supplemented development/training offerings
• Enhanced Skill portfolio development
• Technical skill learnings and opportunities to improve/design
• Gain broad experiences in a short period of time
• Builds a strong executive, advocacy network for future positions and advancement
• Builds a stronger talent Pipeline for future leaders
• Broad application understanding of Finance Tools
• Provides spokesmen for Finance brand both internally and externally
• Recruiting advantage for Finance
Human Resources
Cost Locations and Roles in Dell, EMEA
Low-Cost
LocationBratislava
Casablanca
RolesGlobal ReportingAccounts Payable
T&E
Mid-Cost
LocationLimerickGlasgow
RolesStatutory Accountant
Business Control Manager
Corporate Governance Global Senior Manager
High-Cost
LocationBracknell, London
Amsterdam
Executive Roles
Human Resources
A series of Panel Interviews held with Leaders
Candidates asked series of questions on Individual Development Panel and Dell Leadership Competencies
Customised development feedback report that can be used in conjunction with other data sources to craft/update a focused development plan
Feedback available to management chain and HR in order to drive developmental discussions
Benefits of Development Panels:
• Creates awareness of strengths and development areas• Provides visibility to and feedback from broad group of senior leaders• Provides feedback and tips on what to Stop, Start & Continue• Builds expertise in behavioural interviewing skills• Provides forum for Leaders to discuss talent and plan developmental
moves
Finance Development Panels
Human Resources32 Dell Confidential
Leadership is about deciding to...
Take ACTION
Lead for IMPACT vs. just making an impression
Have real INFLUENCE with your teams to be someone that others want to follow
Recognize that influence comes from CREDIBILITY, credibility leads to influence.
Thank you