What strategies can build future talent?
Colin Minto, group head of resourcing & HR systems, G4S (CM): In 2010, G4S introduced the world’s first community- and job board-based career centre, integrated with many of its applicant tracking systems. Job seekers can create a G4S candidate profile by uploading their CV so they can be matched to every new job that goes live in the system. Both the candidate and recruiter are alerted to each match.
We also introduced a job seeker resources section with self-help videos, downloads and a CV builder to link visitors to our brand. We actively support candidates to prepare and equip themselves to get a job with us or any business globally. Coupled with community groups that engage with internal and external job seekers, all of this has built a future talent pool of just over 1.5 million candidates and filled up to 80% of our operational roles. We currently recruit approximately 200,000 people annually.
Gemma Lines, head of resourcing EMEA, Citi (GL): We have clarified where and how HR can drive commercial value for the organisation (moving closer to the Ulrich model), and recruiting is no exception. Our internal recruitment strategy and model is fit for purpose and ready to take on the challenges of the war for talent in this climate and for the next 10 years. You need to be clear about what ‘great’ looks like internally before you can find it externally.
As an organisation, we are clear about what our talent strategy is – which roles are critical and should be filled by our best employees. For example, we’ve done a lot of work looking at things like leadership standards and what it means to be successful here. That flows through into the recruitment process. Our leadership standards translate into competencies against which we can interview at each level. Our recruiters are no longer ‘order-takers’ – they are having conversations with business heads, addressing questions such as: “What is the shape of your business?”, “where are your revenues coming from?”, “where are the gaps and how do we fill them?”.
Ali Gilani, global head of resourcing, ArcelorMittal (AG): We heavily review our internal talent pools to ensure we have pipelines to allow people to progress into senior roles. If we don’t implement on-the-job training, people will not be ready to move into these positions in time.
When there are positions that we need to recruit externally, we will do so. This will usually be for one of three reasons: we don’t have a specific skill set in the organisation to fill the role, we have the skill set but no one with the right level of expertise, or we may have successors but no one to replace them.
We have a large number of senior roles for which we have successors, but at some point we will have a gap and need to backfill. We need to build skill-sets and capabilities and put people through a career-based training programme to make them ready for future positions.
Hiring female employees is another key focus. We also need to ensure that once people are hired, we live up to our own hype. Diversity is key but we want to focus on inclusion – we don’t want to just hit numbers.
Rather than focusing on ‘showpiece’ recruitment – hiring one or two senior women into the organisation – we want to build the sustainable evolution of our workforce by bringing in more women at all levels and removing barriers to success.