high tech-high touch rpo: what the doctor ordered for boehringer ingelheim

High Tech-High Touch RPO: What the Doctor Ordered for Boehringer Ingelheim

SERVICE DELIVERY: SD1

Presented by: Corry Ioli and Sue Marks

About Our Presenters

Executive Director of

Talent Management and Talent Acquisition

Boehringer Ingelheim

@corryioli

CEO

Pinstripe & Ochre House

@SueMarks

#TalentMindset

Corry Ioli Sue Marks

Today’s Agenda

• About Boehringer Ingelheim

• Business and HR Strategic Plans

• BI’s Talent Solutions Journey

• Driving Decisions With Data

• Addressing Your Questions & Comments

Value Through Innovation

Aligning Talent Strategies

to the Strategic Plan

Boehringer Ingelheim

BI Pharmaceuticals, Inc. Ridgefield, CT

(Prescription Medicines,

Consumer Health Care, Research & Development)

Ben Venue Laboratories, Inc. Bedford Laboratories™

Bedford, OH

(Sterile Injectables)

BI Fremont, Inc. Fremont, CA

(Biopharmaceuticals)

BI Vetmedica, Inc. St. Joseph, MO

(Animal Health)

BI Roxane, Inc. Roxane Laboratories

Columbus, OH

(Generics and Distribution)

Trust, Fairness, Development: Together with our employees,

we are creating the future of Boehringer Ingelheim

Talent management

•We foster ongoing employee development through our global talent

management approach

•Integration of Learning Agility from selection to succession

Leadership development

•Our global leadership development programs will develop leaders

who set direction, lead innovation, lead and manage change, lead

people & deliver results to ensure the sustained growth and

independence of the company

•To deliver on our talent management goals, leaders have to be

committed to developing and coaching employees and focusing on

identifying, growing and developing future leaders

Diversity and inclusion

•We believe that diversity in our workforce fosters innovation,

supports decision-making and increases our attractiveness as an

employer

•Diversity represents the differences and similarities between people,

inclusion brings together diversity to make the company better and

stronger because of each employee

BI’s Talent Solutions Journey

Overcoming Common Misperceptions

MYTH:

RPO providers are only

good at high volume

hiring solutions.

REALITY:

BI & Pinstripe created

a customized solution

equipped to deal

with complexity.

Roles in Partnership Scope

• Science: Research,

Development and Medicine

• Sales and Marketing

• Validation

• Environmental Health & Safety

• Regulatory Affairs

• Quality

• Clinical Research/Affairs

• Supply Chain/Logistics

• Sourcing/Purchasing

• PR, Governmental Affairs/

Communications

• Manufacturing/Production

• Legal

• IT

• HR

• Engineering/Site Services

• Business

Development/Services

• Administrative

• Ethics and Compliance

• Accounting/Finance

• Consumer Health Care

Enabling

Functions

Pharma/

Commercial

Model

Science –

R, D & M

Technical/

Manufacturing

BI TA

Manager

Pinstripe

Recruiters

(3)

Pinstripe

Recruiters

(6)

Pinstripe

Recruiters

(7)

Pinstripe

Recruiters

(6)

Pinstripe Talent Acquisition Coordinators (12)

Pinstripe Reporting & Compliance Analyst (1)

College & Diversity Recruitment Team (Pinstripe 2)

BI TA

Manager

BI TA

Manager

BI TA

Manager

BI Talent Acquisition Operations Management (3)

Pinstripe Client Service Management (2)

BI Executive Director,

Talent Management & Acquisition (1)

BI (1)

MYTH:

RPO providers are

transactional vendors

chosen to cut recruitment

costs.

REALITY:

BI & Pinstripe were eager

to form a consultative

partnership.

Maturity of RPO Partnerships

MYTH:

It is the sole job of the

buyer to drive change

efforts.

REALITY:

Pinstripe brought BI

experience driving

successful change

& transitioning

between RPO providers.

Clearly define expectations of incumbent provider, new provider

and internal organization.

Inform incumbent provider of transition.

Create Interim Recruiting Contingency Plan.

Host transition meeting with all parties.

Catalog all “knowledge transfer” from incumbent.

Take or transfer ownership of database and third-party

tools/partnerships.

Incentivize incumbent provider to continue performing.

Continually assess progress and adjust as necessary.

Basic Transition Checklist

“Raving Fans” Early Stage Stabilization

* 0-3

Months

Ex

pe

ctatio

ns

Pa

rtn

ersh

ip

E

vo

lu

tio

n

* 3-6

Months

• Four week post-launch

correction

• Learning Curve

• Address Applicant Flow

• Hiring Manager Assimilation

• Correct Process Assumptions

• Tweak Service Delivery Model

• Achieve Productivity &

Quality of Hire SLA targets

• Technology Productivity

• Differentiated Local Marketing

& Candidate pipelining

• Continuous Improvement

• Competitive Edge for

Candidates

• Employment Brand

Differentiation

• Leading Social Media Strategy

• Beating Hiring Managers

expectations for performance

Responsiveness &

Correction

Performance

Rhythm

Leading &

Differentiated

Solution

6+

Months

*

Successful Change Management

Communicate, Communicate, Communicate.

• Identify and customize communications for each stakeholder group.

• Clearly define expectations: 30-, 60- and 90-day.

• Tap a representative sample for voice-of-customer sessions; satisfied, unsatisfied, active and inactive hiring managers.

• Provide several methods for questions and feedback, but one central internal contact.

• Include host in all communications between providers.

• Document and share all conversations, meetings and agreement exchanges.

MYTH:

Using an RPO provider

dilutes your employment

brand.

REALITY:

Pinstripe brought BI a

renewed focus on

Candidate & Hiring

Manager experience.

Impression Center

• Enhances BI’s employer brand in the

communities they serve.

• Augments dedicated recruitment teams.

• Creates positive candidate and hiring manager

experiences through:

• Immediate availability.

• Single call resolution.

• Unprecedented responsiveness.

• Eliminates candidate black hole.

The Impression Center

"I have done a lot of phone

interviews in the last month and

you have the best candidate

experience. You really make me

feel like I am a human being by

giving me that extra time."

Bridge Team

• Manages the gap between an accepted offer and the candidate’s first day.

• Background checks.

• Drug screens.

• Reference checking.

• Onboarding.

• Clearly defined approach ensures compliance and mitigates risk.

• Acts as central point of contact for all candidate, hiring manager and vendor management.

• Ensures high-touch candidate experience.

Hiring Manager Surveys

• 707 Hiring Manager surveys sent out – August 2013

• Previous Survey November 2012 (6 months after

Pinstripe engaged)

• No previous metrics

• 58% Response rate (412)

• Improved ~ 10% from 9 months previous in every

recruitment area!

• Planning & Administration

• Execution of Recruitment Plans

• Candidate Quality & Diversity

MYTH:

RPO providers only perform

transactional recruitment.

REALITY:

Together, BI and Pinstripe

consider end-to-end Talent

Acquisition & Management.

Building the BI Brand & U.S. EVP

• Created microsites across all business areas and the BI Cares Foundation

• US EVP team focused on the “Employee Experience” : Culture, Learning

& Career Development, Total Rewards & Meaningful Work

• US aligned with global EVP and Corporate Brand

Diversity Recruiting & Unconscious Bias

MYTH:

Achieving SLAs are

the only goal of an RPO

provider.

REALITY:

BI and Pinstripe are

committed to shared

leadership accountability

Transactional to Transformational

Traits of a Shared Accountability Partnership

• Moving beyond SLAs

• Complete Transparency

• Mutual Respect

• Access to Senior Leadership

MYTH:

RPO providers are tied to

specific technologies.

REALITY:

Pinstripe helped BI choose

best-in-class technologies

and implement transparent

analytics.

Talent Relationship Management

Technology Platform

Taleo Technology Implementation Results

ATS was easy to use

No, 23%

Yes, 81%

4% point increase in Satisfaction

Employee Referral Program Re-launch

Goal

Increase hires from

Employee Referrals to

decrease of costly

sources of hire and an

increase of employee

retention.

Driving Decisions With Data

Driving Diversity Though Social Recruiting

Building an Engaged

Talent Community

Candidate Communication

& Customer Service

Sharing your

Employment Brand and Company Culture

Understanding the Labor Market

Data-driven conversations around skill,

demographics and availability.

Using Predictive Indices

Kick-Off Call

3DEC 2012

Position Posted

10DEC 2012

1st Hire Date

18MAR 2013

2nd Hire Date

8APRIL 2013

Launch Meeting

20MAY 2013

Oncology Launch Project

Areas of Focus

•Sales experience

•College education

•Previous choice employers

•Source of hire – direct source focus

•Competitive salary – reduction in agency spend

Hiring Activity Dashboard Year Opens Fills TTF

*2012 2,797 2,840 46.7

2013 1,707 1,368 58.6

From 2012 to 2013, the following

sources of hire increased:

Direct Sourcing- 53%

Career Fairs- 40%

University Recruiting- 15%

Quality of Hire and ROI on Source of Hire • Track new hire data annually to identify key trends in quality of

hires based on the source of the hire

Metrics include

performance and

retention rates for the

1st year and adding in

potential after the 2nd

year with the

company

What’s Next?

Talent Acquisition ABCDs

• Scaled and ramped as needed to support changing

volumes and priorities throughout 1st year of partnership.

• Continuing to stabilize and optimize

• Seeing improvements across the board with regard to

• Overall solid HM feedback from 2012 Satisfaction Surveys

• Successfully supported PM launches and expansions

• Added key hires across the account

• Strong performance against agency competition. Proving

we can fill them just as fast if not faster and much cheaper.

• Talent Acquisition RPO Model can successfully scale

up/down…quickly!

As we continue to hire versatile talent and cross train staff,

we’ll increase depth and subject-matter expertise across

the team.

Solid partnership with TAMs – increasing engagement with

HRBPs.

• Hiring Manager “complacency”/lack of urgency

• Team retention – no flags but always on watch to

make sure we’re retaining top talent.

• Regional Challenges to identifying talent – need

more intel and targeted/customized/creative

sourcing solutions.

• Diversity focus

• Targeted recruitment plans

• Enhanced communications

• Hiring Manager/New Hire Surveys

• Recruiter Scorecards

• Establish standardized reporting

• Talent Analytics Function

Benefits Achievements

Do Next Concerns

Continuing the Journey

Q&A

Thank You & Contact Us!

Corry Ioli

corry.ioli@boehringer-ingelheim.com

@corryioli

Sue Marks

smarks@pinstripe.com

@SueMarks

http://www.pinstripetalent.com/resources/case-studies/