The Ins and Outs of Recruiting for Microsoft in Germany. Georg Bachmaier Thursday, November 18 th 2010 HR Manager
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1 The Ins and Outs of Recruiting for Microsoft in Germany Georg Bachmaier Thursday, November 18 th 2010 HR Manager
2 Recruitment for Microsoft in Germany Background to Staffing at Microsoft Evolution of the recruitment strategy International Staffing Operating Model Framework Challenges recruiting at Microsoft Case study: Successful RPO partnership Partnership background Microsoft Germany Staffing Organisation Measuring the RPO Partner FY11 KPI Targets for Germany Factors for success Microsoft Staffing vision and objectives International Staffing Mission Objectives beyond FY11 A Great Place to Work Wednesday, January 26, 2011 Microsoft Confidential 2
3 Background to Staffing at Microsoft
4 Evolution of the recruitment strategy We need to define, run and measure the recruiting function as a global business. Previous State (before FY09) Current & Future State (from FY10) Hiring measures differ across businesses Quality & Control Global scorecard Consistent delivery with SLAs Limited consistency in Hiring Manager and Candidate experience High degree of role variability No central source for recruitment spend ~ 1800 hires in 27 countries unplanned Improved Operating Environment Efficiency & Effectiveness Scalability & Flexibility Simplified vendor management More effective Staffing services from CoEs Optimized resources Enable better career development Support for administrative and transactional activities Built-in areas of flex 4
5 International Staffing Operating Model Framework Area of Flex based on business needs Core 1. Staffing philosophy 2. Consistent workflow foundation for working across countries and within the same country 3. Workforce planning 4. Global Hiring Manager and Candidate SLA 5. Staffing metrics & scorecard 6. Staffing roles inventory and alignment 7. Vendor management methodology & expectations 5
6 Challenges recruiting at Microsoft External candidate experience vs. internal systems International Establish Staffing infrastructure to source talent globally vs. regionally Creating talent pools within specific competitors & job families Increase our presence in web and social media Germany Diversity Recruiting Hiring Manager maturity Local social media strategy vs. pre-dominant US presence Sourcing Cloud experts & key strategic hires vs. competition Wednesday, January 26,
7 Case study: Successful RPO partnership
8 Partnership background Recognition of need for efficient, fully integrated, service-oriented Staffing function 2005: Kenexa invited to transfer existing EMEA recruiting model to the needs of Germany subsidiary Successful pilot to hire 40 FTE vacancies in 3 months Strategic review to ensure alignment, correct scope 2006: Full implementation: service scaled up to handle up to 300 FTE hires per year 2009: Commercial model evolution from transactional to cost plus with performance incentives 2010: From initial team of 3 to 13 resources today Flexible team scaled up and down in line with hiring demand Wednesday, January 26, 2011 Microsoft Confidential 8
9 O f f - S i t e T e a m R P O R e c r u i t i n g T e a m Microsoft Germany Staffing Organisation Microsoft Talent Acquisition Lead Sets strategy Governs relationship Client Relationship Director r Overall engagement Service enhancement O n - S i t e T e a m Staffing Consultant Staffing Program Manager Staffing Consultant Staffing Lead Staffing Consultant University Staffing Consultant Talent Sourcer Talent Sourcer Talent Sourcer Talent Sourcer Service delivery KPI attainment Stakeholder management Process improvement Hiring/HR manager engagement Requisition management Candidate sourcing and relationship management CoE Team Leader Staffing Associate Staffing Associate Staffing Associate Administrative support RPO Roles aligned to Microsoft Operating Model Wednesday, January 26, 2011 Microsoft Confidential 9
10 Measuring the RPO Partner Qualify the priorities: What does success look like? Does this align to our overall goals both business and recruitment? Early stage evaluation: Successful implementation with robust processes Cycle time and direct sourcing goals Value add via process efficiencies and continuous improvement Mid to long term goals: Improve quality of candidates at shortlist and hire Reduce fill times Reduce cost per hire, especially for external agencies Increase diversity representation Improve client experience Ensure full access to the candidate marketplace Improvement of employer brand Wednesday, January 26, 2011 Microsoft Confidential 10
11 FY11 KPI Targets for Germany KPI Germany Target KPI 1 Employment Rate Headcount is managed to 98% of NTE 2 Sourcing Mix 3 Cost Per Hire $6,500 USD 4 Time to Fill Average 77 days 15% of External Hires from Agency 30% of External Hires from Employee Referrals 55% of External Hires from Direct 5 Diversity Starts 26% Female Hiring in External Hires 6 Productivity Client Satisfaction 8 Global Process Adoption Hiring Manager Satisfaction: 8.0 External Candidate Satisfaction: 8.0 Internal Candidate Satisfaction: % compliance in 3 system metrics Wednesday, January 26, 2011 Microsoft Confidential 11
12 Factors for success Communicate, measure and feedback: From the outset establish Rhythm for formal review Clear expectations with measurable goals and a commercial framework aligned to Microsoft strategic objectives Build and maintain a robust communications plan Involve all stakeholder groups Recognise when change is necessary and act Evolving KPIs and commercials Resource flexibility A COLLABORATIVE APPROACH TO SUCCESS International Staffing Director HR Director / TALs Hiring Managers / HR BPs Executive Sponsor Client Relationship Director Staffing Consultant Wednesday, January 26, 2011 Microsoft Confidential 12
13 Microsoft Staffing vision and objectives
14 International Staffing Mission Pillar 1: Talent Acquisition Pillar 3: Staffing Capability Strategic Pillars Pillar 2: Talent Attraction Pillar 4: Operational Excellence We strive to be a best in class staffing function that is accountable for fulfilling the current and futures needs of Microsoft by hiring great talent to drive business success One Staffing Excellence In Execution Diversity & Inclusion
15 FY11 Strategic Objectives & Key Priorities Strategic Objectives FY11 Increase our share of the world s top talent to globalize and diversify our workforce Be attractive as The employer of choice to the world s best talent by telling our story Develop Staffing capabilities which consistently enable hiring managers to assess, select and onboard the right talent Ensure that we are following globally effective processes that promote hiring manager & candidate satisfaction FY11 Key Priorities (examples) Cloud hiring Campus hiring Executive hiring Marketing execution Story telling PR partnership Staffing on-boarding Sourcing training SMART training Strategic Vendor Management Systems, process and ops model compliance Embed KPI s into business
16 Objectives beyond FY11 Capability Effectiveness Attraction Acquisition Enhance business acumen & increase client satisfaction More effectively leverage benefits of Staffing Vendor Run Staffing like a business & strengthen governance Increase quality of hire Use brand platform for more opportunities in local programs Storytelling & social media Glue together an integrated internal and external talent agenda Increase our campus marketing & recruitment effort
17 A Great Place to Work We have a responsibility to reinforce: The right talent, in the right roles, at the right time faster & better than the competition!
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