1 / 29

SMA Presentation

SMA Presentation. Jeff Scolnick Director Global Talent Acquisition. Agenda. Quick Eaton Overview History of Eaton’s Talent Acquisition Center Recruiter Development / Career Paths for Recruiters FYI: (Used interchangeably at Eaton) Staffing Talent Acquisition Recruiting Staffing

brooks
Télécharger la présentation

SMA Presentation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. SMA Presentation Jeff Scolnick Director Global Talent Acquisition

  2. Agenda • Quick Eaton Overview • History of Eaton’s Talent Acquisition Center • Recruiter Development / Career Paths for Recruiters FYI: (Used interchangeably at Eaton) Staffing Talent Acquisition Recruiting Staffing Talent Acquisition Recruiting

  3. Eaton Corporation - Year 2000 • Sales $8.4 billion • People 63,000 • Business Mix (sales): • Automotive (23%) • Electrical (25%) • Fluid Power (33%) • Truck (20%) • Oscar Winners: • Gladiator • Russell Crowe, Gladiator • Julia Roberts, Erin Brockovich

  4. Talent Acquisition Vision / Concept - 2000 The Eaton Staffing Center is designed to enable the Automotive Group to successfully attract professional level team members. Mission: To provide high quality external candidates for hire Benefits: Reduce cost-per-hire Increased quality and quantity of candidates Shortened recruiting cycles and time to fill Creation of a true business partnership between recruiting and operating groups Increased offer to accept ratio Improve Diversity hiring

  5. Staffing Center – Year 2000 – Baby Steps What is my career path?

  6. Eaton Corporation – Year 2008 Eaton 2008 • Sales $15 billion • People 80,000 • 55-60% Revenue outside US • Business Mix (sales): • Automotive (10%) • Electrical (50%) • Fluid Power (25%) • Truck (15%) • Oscar Winners: • The Departed • Forest Whitaker, The Last King of Scotland • Helen Mirren, The Queen

  7. 2000 vs. 2008 Comparison Eaton 2000 Sales $8.4 billion People 63,000 Large US Based Revenue Business Mix (sales): Automotive (23%) Electrical (25%) Fluid Power (33%) Truck (20%) Oscar Winners: Gladiator Russell Crowe, Gladiator Julia Roberts, Erin Brockovich Eaton 2008 Sales $15 billion People 80,000 55-60% Revenue outside US Business Mix (sales): Automotive (10%) Electrical (50%) Fluid Power (25%) Truck (15%) Oscar Winners: The Departed Forest Whitaker, The Last King of Scotland Helen Mirren, The Queen

  8. History of the Talent Acquisition Center • The concept was to develop a hybrid centralized recruitment function with the following goals: • 1) improving cost per hire, • 2) increasing the diversity hire ratio, • 3) reducing the time to fill positions and • 4) provide a resource that could team with the field to identify and attract the best talent available • The program was piloted with the Automotive Group in 2000 • WHQ was added Q1 - 2001 • Truck and Fluid Power added in Q1 - 2002 • In January of 2003, Eaton Electrical came on board • 2004 the Recruitment Group went Global supporting Europe and China • 2006 hired recruiters to service India • 2007 hired recruiters to service Latin America • Over an 8 year period of time the department has grown from a small, 2 person pilot to a 48 person team now servicing North America, Europe, Asia and Latin America

  9. Talent Acquisition Center Vision - 2008 Our Vision for “How the organization thinks of TAC”: To be recognized as a consultative partner, who builds Eaton’s global organizational capability by utilizing best-in-class talent acquisition practices that result in attracting top talent while providing an exceptional experience for both internal clients and all candidates. Value Add TAC provides: • Through the use of multiple recruitment channels and the synergy of working on like positions, the Talent Acquisition Center is able to find high quality candidates quickly and at a lower cost for the company. • Through continuous utilization of diversity recruitment resources the Talent Acquisition Center attracts and presents a diverse slate of candidates to our hiring teams. • Through standardized best practices and a commitment to service excellence, the Talent Acquisition Center is committed to providing Clients and Candidates a professional, positve recruitment experience.

  10. Talent Acquisition Consultants by Region EMEA 2008 North America 4 TA Consultant 16 TA Consultants 3 Exec TA Consultants 2 Sourcers 9 TA Consultants Latin America 16 TA Consultants – India 6 TA Consultants – China Asia Pacific

  11. Size & Scope of Eaton TAC • Fill experienced professional level openings • External candidate generation (facilitate internal process) • US Canada 1,500 hires / year (50% internal) • Asia (India / China) – 500 hires / year (external) • Latin America – 300 hires / year (external) • Europe 100k+ - 25 hires all external • Measure: Time-to-fill, Cost-per-hire, Diversity, Quality of Hire, Client Satisfaction, etc...

  12. Recruiter Development / Career Paths

  13. Development / Career Path Challenges • Flat organizational chart • Skills are not transferable outside department • Recruiters typically do not have applicable business experience previous to recruiting • Others from the audience....

  14. Why Development / Why Career Paths • Recruitment / attraction feature (People want to grow their careers) • Tough to find skill set (recruiter vs. account manager vs. whole package) • Changing Function (recruiter, consultant, talent mgr) • Turnover / Retention (Burnout factor, hot market for talented recruiters) • Raising the bar – continuous improvement (more efficient with less) • Other reasons from the audience....

  15. Resources, Infrastructure & Direction Before we can grow people, we must give them the proper resources and infrastructure to be successful. The keys to Eaton turning around the TAC function have been: • LEADERSHIP SUPPORT • Structure / Specialization • Standardization of practice • Right sized the team (added resources based on req’s per desk) • Provided tools, ATS, Infogist, sourcing, etc... • Created fun, participative, learning environment • Managers willing to LISTEN to what their people want / need • Provided on-going feedback / training: customer service, consultancy, etc... • Vision – one direction, one set of goals

  16. Ways to Create Development Opportunities • Structure of the Recruitment Organization – build in Development / Growth - specialization • Hire recruiters with non-traditional experience (no experience, HR experience, Supply Chain experience, Marketing experience, Finance experience) – OK to promote them out of the department – you will now have champions in the field • Identify competencies that are applicable now and transferable later

  17. Traditional Path..... Recruiting Manager Senior Recruiter Recruiter Sourcing Associate Intern

  18. Beginning to Create Career Paths Recruiting Center – Year 2003 Recruiting Center – Year 2004 Added Executive Search Function

  19. New Structure and Roles - Year 2006 (USA Only) Team Leader Roles Sourcing Function Functional Recruiting

  20. Talent Acquisition Center - Year 2008 (USA Only)

  21. Global Talent Acquisition Center - 2008

  22. Performance Management APEX

  23. Individual Contributor Competencies Functional Competencies These have been selected for recruiters to compliment other ones: • Customer Focus • Time Management • Process Management • Presentation Skills • Listening Individual Contributor Competencies All non-managerial employees are measured on these: • Makes Decisions / Solves Problems • Drive for Results • Promotes & Champions Change • Pursues Personal Development • Demonstrates a Collaborative Style

  24. Keys To Success (as a recruiter) Passion Pride Sense of Urgency Results Oriented Service Excellence Knowledgeable (recruitment and the business) Consultative Teamwork Proactive Can-do Spirit Accountability Continuous Improvement For Talent Acquisition Consultants to be successful, they must possess and demonstrate the following behaviors and traits.

  25. Employee Development is a Partnership Focused on an employee’s: Current skills / performance Future aspirations Skill gaps Requires: Open communication Managers must have a Company mindset Managers must allow people to succeed / fail

  26. Talent Acquisition Center Projects New Employee Referral Program Employer Branding India based Sourcing for Talent Pipeline Candidate Experience Survey Job posting with string Workforce Planning/Forecasting HR Toolbox / Webcontent Outreach process for newly hired people Quality / Performance follow-up calls Recruiting Roundtable Research / Benchmarking Develop Course for Eaton University Target 50 list generation / validation Eaton Acronym Guide External Job Posting / E-Req Revision Diversity Resources Career Fair Evaluation Military Recruitment Channel

  27. Coaching / Development Opportunities • Interview Process (gives you a development plan) • Weekly Group Meetings • Weekly Team Meetings • Recruiter Week with Manager • Quarterly Metrics Review • Informal Chat with Director • Formal Midyear Review • Annual Review • Annual Employee Survey • Brain Storming Sessions • Project Participation

  28. Recruiter Career Paths

  29. Contact Information Jeff Scolnick Director Global Talent Acquisition 216-523-4665 jeffscolnick@eaton.com

More Related