high tech-high touch rpo: what the doctor ordered for boehringer ingelheim
TRANSCRIPT
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
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
@corryioli
Sue Marks
@SueMarks
http://www.pinstripetalent.com/resources/case-studies/