Modernizing Talent Acquisition at AkzoNobel: An Integrated Approach - Ali Zaman
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Transcript of Modernizing Talent Acquisition at AkzoNobel: An Integrated Approach - Ali Zaman
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Modernizing Talent Acquisition at AkzoNobel :An Integrated Approach
Ali ZamanGlobal Recruitment ManagerAmsterdam, June 20 2013
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• AkzoNobel Today• Modernizing Talent Acquisition – How it all began• Focus areas of Talent Acquisition
- Employee Value Proposition - Integration with other components of HR
- Social Media - On-boarding
- Technology - Recruitment Agencies
• Key Learning and Success Factors
Modernizing Talent Acquisition at AkzoNobel :An Integrated ApproachPresentation Map
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AkzoNobel today
• Revenue €15.4 billion• 50,610 employees• 44% of revenue from high growth markets• Major producer of Paints, Coatings and
Specialty Chemicals• Leadership positions in many markets
*2012 excluding impairment (€2.1 billion) **New definition including incidentals and after IAS19
38%
15%
47%
Performance Coatings
Decorative Paints
Specialty Chem-icals
48%
8%
44%37%
27%
36%
Revenue by Business Area
Operating income* by Business Area
EBITDA** by Business Area
5.4% Growth
2012 vs. 2011
5.9% Return on sales
(operating income/revenue)
10.4% EBITDA/revenue
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Modernizing Talent Acquisition
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• Many changes in the company’s portfolio - acquisitions & divestments
• Need to consolidate - build a cohesive, seamless and integrated organization
• “Dynamo” born : A mega operational excellence program
How it all began…….
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HR Dynamo agenda
Ensure conditions are in place for a world-class organization with
• Healthy talent pipeline in line with leadership profile
• Strong succession benches in line with D&I objectives
• AN seen, externally and internally, as an employer of choice
Talent Acquisition and Retention
Int. talent Management
HR Capabilities
One HR Services
Projects
Ambition
Academy
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Talent Acquisition
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Identified as a strategic and critical element
Introspection - Key questions asked…
• Do we have standardization?• Are we efficient?• Are we up to-date ?• Do we under or over utilize technology?
• Are we making use of these new channels?• Do we have a strategy?• How do we compare to the industry benchmarks?• Do we have resident expertise?
• What are we saying to the labor market and the employees?• Is it a true reflection of who we are and what we offer?• Is it attractive? Differentiating? Consistent?
Technology :
Social Media :
Employee Value Proposition (EVP)
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Talent Acquisition (cont.…)
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• Is Talent Acquisition connected with other components of HR?• Do we offer a seamless one window experience?
• Are we using them too much?• Do we have standard global contracts?
• Are we making our new employees productive as early as possible?• Are we creating a solid first impression?
Introspection - Key questions asked…
Integration with other components of HR :
On-boarding
Recruitment Agencies :
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Improvement areas identified….
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Address Challenges :
• Money
• People
• Knowledge/expertise
• Acceptance and true implementation
• Sustainability
• Global vs Local….standardization
what next?
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Challenges identified….
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The plan…..
• Top management buy-in• Investment approval• Organization structure• Project charters and program structure
And then just do it !.....however must :
• Monitor and report progress regularly• Celebrate waypoints or milestones• Keep the energy level up…..”Dynamo Fatigue”• Embed
what next?
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Focus Areas for Talent Acquisition
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• Employee Value Proposition
• Social Media
• Technology
• Integration with other components of HR
• On-boarding
• Recruitment Agencies
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Employee Value Proposition –
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EVP should :
• Be a clear, credible, consistent articulation of what we stand for as an employer • Show the ‘deal’ an employee can expect in terms of their role, development, contribution, work
environment and reward
• It should be -• Aligned with the organization’s brand
• Relevant to the talent we want to attract
• Differentiated from the competition
• Authentic
AkzoNobel’s Objectives
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Employee Value Proposition - The Plan
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Stage 1 - research and interviews in order to define the identity of AkzoNobel as employer
Stage 2 - creative work to translate the EVP into a unique and appealing visual and verbal identity
Stage 3 - bringing the brand to life through communication campaigns internally and externally
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…If you have what it takes…
We’re looking for people who are passionate, proactive and who want to move our company and the world in the right direction.
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Social Media for Talent Acquisition
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• Attract top quality talent – tapping the rich passive pool of candidates
• Cost savings through reduced usage of recruitment agencies
• Communicate the AkzoNobel EVP on a global scale in a targeted fashion
AkzoNobel’s Objectives
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Social Media for Talent Acquisition
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• Establish baseline at AkzoNobel
• Needs Analysis
• Customized experiential based training for recruiters – Hands on
• Select a flagship platform and jump in – LinkedIn
• Develop global strategy and framework – Country wise components very critical
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Technology – eRecruitment
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By implementing a global recruitment process and system, we strive to achieve the following:
• Improve user acceptance and satisfaction
• Contribute to a positive image of AkzoNobel
• Increase efficiency
• Reduce recruitment costs
• Increase internal mobility
AkzoNobel’s Objectives
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Technology - eRecruitment
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Process :
• Needs Assessment
• Systems shortlisting
• System selection (system demos, sandbox)
• Talent Management Suite (TMS) Approach
• Taleo/Oracle selected
• Implementation
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Integration with other components of HR
TMS | September 2012 20
HR
• one solution for value added HR
• central availability of information
• central reporting
• one place for data entry
• employee & manager experience - look and feel of one system
IM
• low complexity in application landscape
• minimal interfaces lowers risk & improves accuracy
• current technology
• lower maintenance & support cost
• increased stability
Sourcing
• cost savings• vendor
management
A talent management suite includes functionality for various HR disciplines from one vendor.
TMS – One Solution for HR Value Added Systems
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On-boarding
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Objectives -
• Increasing understanding of and excitement about AkzoNobel’s mission, vision, strategy and
culture
• Strengthening employee engagement
• Increasing employee retention and productivity
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On-boarding
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The three elements of Program are:
• A concise brochure
• Checklist of actions - line managers/HR Business Partners/Employees.
• On-boarding intranet site – One window
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On-boarding
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New hire name X New hire function X Start date X Manager’s name X
New hire name X New hire function X Start date X Manager’s name X
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On-boarding
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Recruitment Agencies
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Minimize usage and per use cost
• Select global agencies through a well defined criteria
• Countries select a few national niche agencies
• Standardized contracts
• Restrict usage to the contracted parties
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Key Learning and Success Factors
Honest introspection and external benchmarking
• Top management support• Buy-in from the countries• Close coordination with the parallel functions
360 degree inclusiveness
• The right mix with clear accountabilities
Organization for implementation
Specialist support
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Key Learning and Success Factors
• Monitoring and reporting
Program structure
Willingness to invest
Maintain energy
Standardize till it hurts
Embed
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