Transcript
David P. Whitman
Sr. Manager, Global Talent Acquisition
Strategy and Business Planning, General Motors • 12.13.16
Talent Sourcing Strategiesin the New Era of Change
VUCAVolatile, Uncertain,
Complex, and Ambiguous
"I believe the auto
industry will
change more in
the next five to 10
years than it has
in the last 50."
Mary Barra
CEO and Chairman of General Motors
01.06.16
5
Mega trends that are expected have significant impact on the Automotive Industry
OEM’s, their suppliers and software giants are opening different avenues in the Automotive Industry through continuous innovations
Battery and fuel-cell electric vehicles offer higher energy
efficiency, lower emissions, greater energy diversity
Electric Vehicles, Fuel Efficiency and
Powertrain Technologies
New vehicles are outfitted with vehicle-to-infrastructure
(V2I), (V2V), and communications technologies
Rapid Advances in Connected Vehicles & Telematics
Concept of shared vehicle and the subsequent rise of a
market for ride sharing capabilities
Shift in Mobility Preferences & Ride-sharing
Stronger and lighter materials are reducing vehicle weight
without sacrificing passenger safety
Lightweight Materials
Self Driving Cars are becoming reality
Emergence of Autonomous vehicle
Source: CEB TalentNeuron research and analysis, Crawling of Public profiles, Skill predictor algorithms, CEB TalentNeuron Skill Taxonomy & SME Interviews
6
Company Hiring plans over next 3 years Locations
5,000 + Germany, USA
3,000 + Other Sites
12,000 + Global
1,000 + Italy
8,000 + India
2,200 + Global
600 + India
4,000 + Germany
2,000 + Other Sites
Source: CEB TalentNeuron research and analysis, Crawling of Public profiles, Skill predictor algorithms, CEB TalentNeuron Skill Taxonomy & SME Interviews
Peers expansion plans in the Automotive Industry for next three years
“The ‘war for talent’ is over... talent has won!” Ian O. Williamson
The Issue
How to Distinguish Yourselffrom the Competition
TellingYourStory
Qualities of a Good Story(Know how to tell a good story, and then frame your facts.)
Appeals to the mind Grabs the emotions Helps the listener reimagine the possible
The Predictable Wayof Doing Business...
Tried and True
Think"Unique"
The Solution
GM Talent Ambassadors
Talent Networks:Social Media as A Positive Force
Evolution of the Modern Recruiter
Head Hunter Habilis
1940s-1970s
ToolsRolodexes, typewriters, name generators, newspapers & trade journals
ActivitiesPost print job ads, collect paper resumes, hoard business cards, cold call for name generation
Recruiter Erectus
1980s-1990s
ToolsIn-person career fairs, desktop computers, online job boards, resume databases, applicant tracking systems (ATSs)
ActivitiesPursue active candidates, fill job requisitions
Social Recruiting Sapien
2000s-Present
ToolsMobile devices, social professional networks, online job boards, referrals, company career websites, internal hires
ActivitiesSource passive candidates, build employer brand strategy, network for referrals, uncover candidate pools, build talent pipelines, advise hiring managers by sharing data
Modern Day Sourcer
Search Expert
Ambassador
Strategist
Teacher
FinalThoughts
Where does Talent Management fit?
Talent Acquisition,Offense
Talent Management,Defense
We need bothTo win!
Key Takeaways Make all leaders aware of the very fierce
competition for talent.
Develop a strategy that includes branding,
social media, training, and tracking of results.
Craft your company’s story, and ensure that all
interviewers can authentically tell it.
Use the three-tier approach to sourcing and
recruiting: talent search ninjas, integrated
recruiting team, and making all employees
Brand Ambassadors.
Have early wins and market them to
“doubters” and “laggers.”
Build strong alignment with Talent
Management.
VUCA Virtually, Useless,
Corporate, Acronym
David P. WhitmanSr. Manager, Global Talent Acquisition
Strategy and Business Planning
david.whitman@gm.com
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