Building a Self Sustaining Talent Engine | ConnectIn Singapore 2014

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Building a Self-Sustaining Talent Engine

Rebecca Craig

Head of Product Consulting, SEA

LinkedIn

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Talent Matters

Dawn Wong

HR Manager

Rakuten Asia Pte Ltd

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Recruiting Channels

Past Recruiting Channels

Recruitment Agencies

Company Website

Employees’ Referral

Recruitment Portals

Current Recruiting Channels

LinkedIn

Company Website

Employee’s Referral

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Incorporating LinkedIn into Direct Sourcing Activities

Ability to customize recruiting activities & gain industry insights.

Ability to form talent pipeline & reap benefits even for unsuitable candidates via profile sharing & referral

Ability to clarify misconceptions of company cultures & rumors

Better time management

Ability to foster closer ties as business partners.

Ability to connect with worldwide talents & form powerful networks

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Best Practice – Holistic Approach of Recruiting

Be personalized

Win Win strategy

Mid to long term approach

Branding

Truly understand recruitment

needs

There is no closure to a connection

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Results in 6 weeks

Results

50% of response

rate Closed 9

positions for both local &

global positions

Managed to get overseas talent to be onboard &

work with us

Followers of over 1000 in our Linkedin Homepage

Have screened close to

1000 profiles

Over 100s of profiles have applied for positions

Created a pipeline of ever green positions

ROI gains before acquire

Recruiter Tool

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Cairn India’s LinkedIn Journey

Madhu Srivastava

Talent Acquistion Head

Cairn india

Cairn India – Some facts

• Amongst top 20 global independent E&P companies

• Accounts for 30% of India’s Crude Oil production – 200,000 Bbl / day

• Market Cap > USD 12bn

• Revenue: USD 3.2bn

• Demographics : 1900 Employees, 10 Nationalities, 300+ with Global experience

“Fastest growing energy company in the world -2012 & 2013” - Plats

Some of our Talent Challenges Globally limited technical talent pool …shortage of professionals

with 15-25 years experience

Mix of skill-sets changing from easy to difficult - Tight Oil, EOR, Frac

Low awareness about Cairn in the global markets

Cairn was operating at 70% of Budgeted Headcount … won Exploration licenses but no manpower to execute

What we did in last 1 year Internal External

• Revamped Recruitment process – ATS, SLAs, Candidate experience

• Optimum Source-mix – Referrals and best-in-class global Recruitment partners

• Corporate website

• Social Media presence – LinkedIn, Facebook and Twitter.

• Market Mapping / Branding Events –Targeting Returning Indians – across major Oil & Gas hubs.

• Recruitment campaigns

• Technical conferences – Branding & Recruitment

A well-oiled Recruitment engine

What we have achieved

• Most business critical positions filled up …operating at 96% of Budgeted HC.

• Technical Leadership team & Second line in place.

• LinkedIn – a great story … 600% increase in Follower base and 400% increase in Talent Brand Index (TBI).

• Able to create a buzz in the niche O&G market … good Brand recall.

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DBS’ LinkedIn Journey

Theresa Phua

Managing Director and Singapore HR Head

DBS Bank

Engage Potential passive

candidates

Entrench Social recruitment practices in our HR

Culture

Enhance Our Employer Brand

through our Employee Value Proposition

50,000+ >100%

followers

More than 150 posts

Increase in 7 months

1,500 InMails sent out

30% response rate

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OUR SOCIAL JOURNEY Thank you and don’t forget to follow DBS

on LinkedIn!

Disclaimer: The information contained in this document is intended only for use during the

presentation and should not be disseminated or distributed to parties outside the presentation. DBS

Bank accepts no liability whatsoever with respect to the use of this document or its contents.

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Overview of the Mercer Journey from

reactive recruitment to proactive recruitment

Leesa Rawlings

Regional Talent Acquisition Leader- APAC, Far East and IMETA Mercer

MERCER

Mercer’s Talent Acquisition transformation journey continues…

Traditional

Developing

Strategic

• Efficiency

• Business Impact

• Passive Talent targeting

• Quality of hire

• Cost per hire

• Talent Pipeline management

2012 2014

MERCER

Dynamic and Proactive 360 TA Program

IDENTIFY

SOURCE

ENGAGE

Business critical roles?

Review current talent gaps?

Competencies

needed to support growth?

Alumni and

Communities

Passive Talent Maps

LinkedIn Pipeline

and Vendor Maps

Multi-channel

and dynamic Touch-points Showcasi

ng the ‘Mercer

Experience’

Fostering Trust

through Ambassa

dor Outreach and CSR