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About GE Money
GE Money is one of GE’s eleven businesses
within the UK and is headquartered in Leeds.
The business is split into two separate
business areas Cards and Loans each with its
own management team and organisational
structure. The Cards Business focuses on
bankcard capability in addition to the traditional
storecard business. The loans business is the smaller of the two and its major area is Motor
Finance and Home Lending.
Business Challenges
At the beginning of 2004 GE Money (GEM)
was experiencing difficulties in meeting its
hiring objectives. They were largely dependent
on a large number of highly diverse and
fragmented recruitment agencies, which
proved to be a very expensive way of
recruiting. Human Resources where
accountable for managing recruitment and the
structure of the business was forced them to
recruit in silo’s which again was fragmented
and costly. The pressure of managing the
recruitment put huge strain on the processes
and systems and ultimately resulted in HR
having very little time to implement strategic
HR initiatives and support the business
effectively.
This accumulative effect of this was that up to 50
mid-level roles were open for a significant period
of time at a great cost to the business.
Solution
The recruitment stakeholders at GEM decided
that it needed to engage an outsourced
recruitment partner that could manage its
recruitment function and deliver a tailored
service to meet their needs. Tal-os Asia
together with Bnb Barkers Resourcing, engaged
in a 3 month pilot with GEM so that we could
prove our abilities and by filling their diverse
range of vacancies and by demonstrating that
we could understand and work to GE’s culture
and values.
Within 3 months the recruitment team had to
fully understand GEM’s business and build
processes to ensure that we could attract top
talent to the business in a costly and timely
fashion. We quickly built an implementation plan
and put a dedicated recruitment team in place
which consisted of an Account Director, 2
Resourcing Consultants and an Administrator.
The Account Director’s role was to build solid
relationships with the key stakeholders and to
devise and implement the recruitment attraction
strategy as well as agree the end to end
recruitment processes.
The Resourcing
Consultants role was to take the vacancies to
market, build a pipeline of candidates, screen
the candidates against the brief and GE’s
culture and values and present a shortlist to the
HR and Hiring Managers. The Administrator’s
role was to log and track all candidates through
the recruitment process and produce
management information on the candidates as
well as producing meaningful data and statistics
on the recruitment process.
The key success factor of the team over the
three years of the contract has been flexibility.
The team has been based off site and on site
and has flexed up and down according to the
recruitment activity required by the GE
Business. The team has recently increased to
11 and increased coverage to 3 GE Sites in line
with the activity and in response to taking on
more areas of the business.
Enablers
Tal-os provided GEM with a dedicated onsite
and offsite team who work in partnership with
HR seamlessly. In order to meet the hiringtargets of GEM, the Tal-os recruitment team
has made changes to both the recruitment
process and the methods used to source
candidates.
The first change that we made was to create a
Resourcing Plan, which is a document that is
completed after the briefing session by the
Resourcing Consultant. This has been
instrumental in helping us shape and control
the process; it’s a clear understanding of the
‘extra’ information provided outside of the job
description and clearly states the timelines of
recruitment, the interview process and any
anticipated costs.
Before GEM commenced working with Tal-os
they were using a PSL that had been pulled
together by a central sourcing team for all GE’s
eleven UK businesses. Due to the diverse
nature of the roles that GEM needed to fill it
was often necessary for hiring managers and
HR to go outside of the PSL to find 3rd party agencies that would be able to find them the
right candidates.
Tal-os took over the management of the PSL.
To get recruitment moving quickly we worked
with the existing PSL as well as adding some
additional specialist agencies that were known
to us that could meet the diverse hiring. We
spent some time understanding the agencies’
breadth and depth and evaluated their
performance on the PSL. We have since
decreased the size of the PSL and we are
confident we now have the right mix of
agencies to meet the diverse hiring. By
making the PSL exclusive and constant
motivation of the agencies their commitment
has soared.
The employee referral programme at GEM was
not proving to be a good source of hires. In
partnership with HR we completely reworked
and re-launched the referral programme. We
launched the programme across the business
via a series of posters, emails and desk drops.
Results
Following the success of the pilot GEM
appointed Tal-os Asia and Bnb as its UK
recruitment outsourced partner. In the 3 years
that Tal-os and Bnb have been in partnership
with GEM we have demonstrated some
significant results to their business.
Firstly we filled all open roles, we have also
been successful in reducing time to hire from 63
days in 2004 to 31 days in 2007. This has been
achieved by the recruitment team being
responsive to the hiring need by being able to
adapt to take a brief, decide on the right
sourcing strategy and taking the role to market
quickly. We have reduced the cost per hire from
£7500 in 2004 to £3000 in 2007 and we have
reduced the reliance on Agencies from 70% in
2004 to 40% in 2006. We have also worked with
hiring managers to build robust interview
processes that enable them to make the right
hiring decision without exhaustive amounts of
interviews.
The recruitment team has built the trust of the
line managers by helping them make the hiring
process more streamlined and efficient and
delivering first class candidates. The end result
of this is that HR and Hiring Managers have
more time freed up to focus on their day jobs,
work on strategic initiatives and vacancies are
closed quickly ensuring that the business does
not have business critical roles open for long
periods of time.
Through managing all recruitment for GEM we
have been able to operate across the whole
business in a joined up way and have been able
to deliver greater cross fertilisation of
candidates as well as building a talent pool of
candidates for future vacancies. Candidate
satisfaction has improved by having their
expectations set appropriately from the start of
the process and by having a dedicated point of
contact through the recruitment process. |
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copyright © Tal-OS Asia Limited. 2008 All rights reserved
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