Seminar D2 Enhancing Your Brand and Value to Attract the Right Talent

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1 Sponsored by Seminar D2 Enhancing Your Brand and Value to Attract the Right Talent

2 Enhancing your brand and value proposition to attract the right talent: The importance of having an holistic approach Jane Graham Resourcing Manager

3 Old Marketing versus in new HR Traditional talent acquisition skills

4 Welcome to the HR & OD team meetingpicture of tea drinkers It s all about the brand It s not all about HR LIVE WORK INNOVATE

5 LIVE WORK INNOVATE

6 LIVE WORK INNOVATE

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8 Recruitment case study

9 Why social work Why social work? Adult and Children s social care highest spend areas (1/3 of overall budget) Retention poor/vacancy rates high/agency spend high not sustainable Statutory service High risk reputation National shortage Supply not expected to meet demand until 2020 LIVE WORK INNOVATE

10 Welcome to the HR Our & OD journey team meetingpicture of tea drinkers EVP development Understanding our audience Major advertising campaign Refreshed offer (USPs), (mobile friendly) website + new branded collateral Social media Candidate and employee insight/engagement Analytics LIVE WORK INNOVATE

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13 Welcome to the HR Our & OD journey team meetingpicture of tea drinkers EVP development Understanding our audience Major advertising campaign Refreshed offer (USPs), (mobile friendly) website + new branded collateral Social media Candidate and employee insight/engagement Analytics Reputation and presence LIVE WORK INNOVATE

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15 LIVE WORK INNOVATE

16 Welcome to the HR & Hard OD team results meetingpicture of tea drinkers 340 applications received /130 appointments made 2014/16 (105/25 in 2013/14 pre-campaign) Turnover 21% (2014) to 12% (2016) Agency numbers down 67% Agency spend reduced from 3.2M to 1.8M from 2014 (overall council agency spend reduced by 5M since 2014/15) 13 vacancies remain (headcount FTE)

17 Welcome to the HR & Softer OD team results meetingpicture of tea drinkers Long-lasting, sustainable change Galvanised a holistic approach More risk-friendly Brought us into the 21 st social media century! Developed new skills in HR Gave us a blueprint for future campaigns Created a marketing mindset LIVE WORK INNOVATE

18 So what followed that? Blueprint/toolkit holistic approach: Meet with hiring manager early Use of behavioural profiling More use of social rather than paid advertising More use of services as brand ambassadors Talent pooling using ATS LIVE WORK INNOVATE

19 Welcome to the HR & OD team meetingpicture of tea drinkers

20 Results from our new approach Applications increased by 157% Shortlisted candidates increased by 153% 82% of all vacancies filled (compared to 55% the year before) Advertising spend has decreased by 133,860 Social media reach and engagement increased substantially Hard to recruit to roles more likely filled first time round LIVE WORK INNOVATE

21 LIVE WORK INNOVATE

22 Ne w talent acquisition skills Marketing in HR Reference: LIVE WORK INNOVATE

23 ANY QUESTIONS?

24 CASE STUDY: HIRING ENGAGING DEVELOPING THE CREATIVE CLASS 25

25 INTRODUCTION JON DAWSON DIRECTOR OF HUMAN RESOURCES MANDARIN ORIENTAL HYDE PARK

26 OVERVIEW OF THE BUSINESS KEY OBJECTIVES & DELIVERABLES CHALLENGES WHAT WE DID RESULTS / KEY LEARNINGS Q&A AGENDA

27 2013: To create a new unique hotel brand and mark the next chapter in the luxury lifestyle hotel sector. EDITION brand aimed to attract guest from Music, Fashion, Art and the Entertainment sectors. HR Strategy: Target future employees from same sectors as the guests thus creating natural engagement. Train and develop hotel technical skills required. Create employee engagement strategies enabling guests to receive an authentic, personalised service experience. BUSINESS OVERVIEW

28 Devise innovative talent strategies Attract employees from the creative class sectors to hospitality Create a new unique orientation experience Implement training programs to ensure outstanding guest service Craft unique employee engagement strategies to emotionally engage the talent hired Develop talent for the future growth of EDITION HR KEY OBJECTIVES Devise and implement long term frameworks

29 BY YEAR 3 Top ¼ GALLUP GUEST SERVICE INDEX 75% EMPLOYEE ENGAGEMENT TOP 20 BY 3 RD YEAR 3 BY YEAR 5 DELIVERABLES Build a strong positive reputation and recognised by a variety of publications

30 No employer brand presence in UK Set to compete with the high end luxury and lifestyle established brands Attract and hire 250+ new employees ready for the opening Continue the strategies following the opening KEY CHALLENGES

31 Devise a recruitment strategy that would aim to attract creative class & hospitality professional.. Ensure the Interview process was seamless where potential employees could experience the brand. Create a different World Class Orientation and on boarding experience. Produce exciting on the job training experiences. Reinvent traditional hotel employee engagement strategies. STRATEGY OVERVIEW

32 Phase 1: Positioning EDITION in the local market Targeted recruitment marketing campaigns Generated excitement in sectors we aimed to attract talent from Phase 2: Create bespoke cutting edge talent events Employee Experience devised a set of talent events Like-minded people were exclusively invited to attend MILESTONES Events allowed potential candidates to find out more about EDITION

33 EXAMPLES

34 EXAMPLES

35 Phase 3: Implement a pioneering orientation and on-boarding training strategy. Created a unique orientation experience Designed a 10 day countdown prior to opening Constant service and training evaluations Phase 4 Maintain the culture and hiring strategy. Continued to host unique talent events Orientation / training in the hotels nightclub / unique spaces MILESTONES Employee led engagement group that utilises the talent of the creative class

36 EXAMPLES

37 EXAMPLES

38 EXAMPLES

39 Slightly higher levels of labour turnover when compared to hotel sector Talent targeted by the competition Training new employees from outside of hospitality sector took longer Increased time to hire due to the more in depth interview process Larger investment in recruitment advertising strategy originally required Detailed cost benefit analysis over 3 years demonstrated the business results and profitability outweighed the drawbacks DRAWBACKS

40 M By year 2 Highest generating Restaurant in company GALLUP Top ¼ of Ritz Carlt on Benchmark EMPLOYEE ENGAGEMENT Target: 75% Results: 76%, 81% Various Industry Accolades & Publication Write ups 2017: 3 rd place 2016: 7 th place 2015: 8 th place THE BEST PLACES TO WORK IN HOSPITALITY RANKINGS KEY INDUSTRY ACHIEVEMENTS: Best Hotel in the UK in 2015 at the annual industry Catey awards The Oscars of the hospitality world for the UK. In 2016 the Hotel was shortlisted as a finalist at the CIPD awards 2016 HR Team of the year at the industry Catey awards THE RESULTS

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43 Have a clear HR strategy that focuses on your customer service needs Know your short term and long term objectives Work with experts in their field to help you devise your recruitment marketing plan Keep evaluating your strategy Do the positives outweigh the drawbacks? Involve your talent in shaping your employee engagement strategy Push the boundaries & don t be afraid to do things differently to your industry norms KEY LEARNINGS

44 THE NEXT CHALLENGE

45 PRACTICING THESE MANDARIN ORIENTAL

46 @JonDawson01