talent relationship management von der idee zum herzstück des
TRANSCRIPT
Talent RelationshipManagement
Jens Plinke, Januar 2016
Von der Idee zum Herzstückdes Personalmarketings
One of the world’s leading providers of professional services
We are(
22016 Deloitte
Trailblazers since 1849
1) Kennedy Consulting Research 2009
1907
Deloitte Germany founded as Bayerische Revisions- und Vermögens-Verwaltung-AG
1845
Deloitte founded, first office opened in London
1849
William W. Deloitte appointed as first independent auditor ever, conducts word’s first audit at Great Western Railway
1880
First subsidiary founded in the US. The first auditing client is a soap manufacturer: Procter & Gamble
1951
First auditing firm to introduce electronic accounting
1960
Deloitte Deutschland offers management consulting for the first time
1997
Deloitte.com goes online
2015
One of the world’s largest private professional services network
2009
#1 worldwide in the area of Management Consulting1)
2003
Deloitte presents itself globally as one brand
2014
Deloitte Digital founded in Germany
Deloitte Analytic Institute founded inGermany
2016 Deloitte 3
Interdisciplinary mindset –integrated action
4
Specialized industry competence and multi-disciplinary teams are at the heart of everything we do.
We offer tailored solutions for complex cross-functional tasks: our integrated product portfolio.
Clients
Core competencies
Deloitte AnalyticsFinance TransformationGovernance, Risk & ComplianceMergers & Acquisitions
Integrated product portfolio
Consumer Business Energy & ResourcesFinancial ServicesLife Sciences & Health CareManufacturingPublic SectorReal EstateTechnology, Media & Telecommunication
Industry competencies
Audit and Enterprise Risk Services
Tax and Legal
Consulting
Corporate Finance
2016 Deloitte
The Leading Professional Services Firm
5
62,000 225,351
$35,2B
150+
1,100,000+ $212M
674
New hires in FY15
Revenue in US$
Countries andterritories
Volunteer and pro bono hours
Social impactcontributions in US$
Offices
Total headcount
2016 Deloitte
Deloitte Globally: Facts & Figures
DELOITTEGLOBALLY
FY2015
390+Of the Fortune Global 500 are Deloitte‘s customers
Good for long-term business relations –proximity
Munich
Hanover Berlin
Magdeburg
HalleLeipzig
Erfurt Dresden
Dusseldorf
Frankfurt
MannheimNürnberg
Stuttgart
Hamburg
Walldorf
Cologne
17 sites
in Germany
5,368 practitioners
€790M
revenue
2015
+ 8%
6
Hallbergmoos
2016 Deloitte
Talent RelationshipManagement
Deloitte Case
Shift of priorities in Talent AcquisitionKey focus areas for 2020
8
Key areas 2015 Key areas 2020
TRM
Active Sourcing
Online /Social Media
TRM
Active Sourcing
ReferralsReferrals
Print Print
Online / Social-Media
Job Boards
Job Boards
Campus Activities
Campus Activities
Headhunting Headhunting
2016 Deloitte
What can we learn from the CRM-Business?Talent Relationship Managment (TRM)
9
Segmentation
Dialogue
Sustainable
Communication
Integrated
ATS/ TRM-System
Customized
Treatment
People-Business
with smart
System-Support
2016 Deloitte
Lifelong Relationship
10
Start studying
InternshipGraduation
Arbeitnehmer
Meet
Deloitte
Working @ Deloitte
Alumni
Manager
Rehire at Deloitte
Partner
Touchpoints in different career-phases
2016 Deloitte
Focus on Talents not on VacanciesTRM – Enabler for the Future of Recruitment
11
Time
Hir
ing
dem
an
d
Active sourcing
Talent relationship
activities
Benefits:
� Increase „culture-candidate-fit” based on already existing relations
� Reduce hiring times due to shift to pro-active hiring-mode
� Increase hiring efficiency due to less applicants - but with higher quality
� Optimize candidate experience with impact on employer reputation
� Times with lower hiring demands can be used to strengthen relations and prepare for times with high demands
2016 Deloitte
New World of TRMReady for thedeep dive
From Good to GreatThe Evolution of the Deloitte TRM
13
Room for Improvement
� Current program was not considering
candidates from all relevant
channels
� Top talent-pool should be reduced in order to be more effective
� Selection process does not always ensure consistent high quality
candidates
� Conversion rate does not fully meet expectations
TRM 1.0
Opportunities
� From a single talent pool to a segmented TRM approach
� Consider candidates from various
channels
� Standardized selection process for identification of talents
� Segment-oriented mix of communication & retention activities
� Ensure hiring fast-track for top talents
Holistic Deloitte TRM concept
2016 Deloitte
Concept Talent Pools – OverviewWhere to go(
14
Stay in Touch
Generic contacts – push channel
Stay in Touch
Deloitte Stars
Student Network
Deloitte Alumni
Talent Commu-
nity
Talent Community
Identified talentsDeloitte Stars
top interns after employment
Deloitte Alumni
Former employees
Student Network
Interns & working students during employment
2016 Deloitte
Conclusion & Success Drivers
15
WHAT‘S NEW
� Segmented talent pools
� New talent pools for internal & external candidates
� Focus on one TRM-System
� Clear processes and organization with dedicated resources
� Systematic and centralized selection process of talents
SUCCESS DRIVERS
� Commitment of top management & intensive communication
� Need for sustainable investment and focus on TRM � Usage of advanced technologies and efficient systems� Systematic KPI tracking & reporting
Need for Business Commitment
2016 Deloitte
Ready forthe next generation of TRMQuestion & Answers