MICHAEL MCLAUGHLIN FLORIDA POWER & LIGHT
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Michael McLaughlin
Florida Power & Light
Michael McLaughlin is the director of talent acquisition for Florida Power & Light
Company, FPL Group’s electric utility subsidiary. He is responsible for the
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development
l t andd execution
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t id recruiting
iti strategies,
t t i practices
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policies, along with the oversight of candidate background investigative functions
and MSP Guidant. McLaughlin joined Florida Power & Light Company in 2006 as
manager of recruiting for FPL’s nuclear power division. In 2008, he became interim
director for talent acquisition,
q , where he served until 2009,, when he was promoted
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to director of the unit.
Prior to joining FPL, McLaughlin was a lead human resources specialist at Progress Energy Florida. There he
was responsible for all recruiting functions in the power operations group, as well as the bargaining unit hiring
within Progress Energy Florida. McLaughlin began his career as a senior recruiter and account executive with a
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boutique iinformation
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h l consulting
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McLaughlin completed his undergraduate studies at Marywood University, Scranton, Pa., with a Bachelor of Arts
degree in communications. He received his Master of Fine Arts degree from Sarah Lawrence College, Bronxville,
N.Y. McLaughlin resides in Palm Beach County, Fla., with his wife and two children.
FPL is the largest electric utility in Florida and one of the largest rate-regulated utilities in the United States. FPL
serves approximately 4.5 million customer accounts in Florida and is a leading employer in the state with 10,500
employees. The company consistently outperforms national averages for service reliability while customer bills
are below the national average. A clean energy leader, FPL has one of the lowest emissions profiles and the No.
1 energy efficiency program among utilities nationwide. FPL is a subsidiary of Juno Beach, Fla.-based FPL
Group, Inc. (NYSE: FPL).From Administrative to Consultative:
The Talent Acquisition Transition
Director Talent Acquisition
Michael TT. McLaughlin
Date: 5-17-10Nextera Energy is a premier power company
Nextera Energy
• $20 2 B market capitalization
$20.2
• 42,678 MW in operation
• $15.6 B operating revenues
• $48 5 B in total assets
$48.5
Nextera Energy
Florida Power & Light
Resources
• One of the largest U.S. electric utilities • Successful wholesale generator
• Vertically integrated, retail rate-regulated • U.S. leader in renewable generation
• 4.5 MM customer accounts in Florida • Assets in 28 states and Canada
• 24,530 MW in operation • 18,148 MW in operation
• $11.5 B in operating revenues • $4.0 B in operating revenues
• $26.8
$26 8 B in total assets • $20 1 B in total assets
$20.1
Market Capitalization as of April 1, 2010, Source: Bloomberg
Operating revenues for the year ended December 31, 2009
2 All other data as of December 31, 2009Nextera Energy has earned some of the most prestigious
awards in business today
Awards & Recognition
• Fortune Magazine, Most Admired Companies
– Best in Industry (Electric & Gas), 4th consecutive year
– Innovation
• Forbes Magazine, Best Big Companies
• Corporate Responsibility Officer Magazine and IW
Financial 100 Best Corporate Citizens
Financial,
• The American Heart Association, Start Fit Company
• Edison Electric Institute, EEI Index Award
• Corporate Knights and Innovest, Global 100 Most
Sustainable Large Corporations
3The Talent Acquisition Transition
Agenda
• Talent Acquisition Department Evaluation
• Reconditioning: The recruiting mindset from administrative to
consultative
• Training: Back
B k to
t recruiting
iti basics,
b i sourcing,
i external/internal
t l/i t l websites,
b it
technology and compliance
• Standardization: Efficiency and effectiveness to create a seamless
recruiting experience for the hiring manager and the candidate
• Technology: Driving effective operations in applicant tracking,
sourcing and internal/external website partnerships
• Recognition: Incorporating a multi-tier awards program that
encourages specific focus on desired productivity
4Talent Acquisition Evaluation
Identify strengths and weaknesses:
*
Talent Processes & Practices
Group Attitude Metrics & Indicators
Service Level
5Are we in the right recruiting mindset?
Evaluation Implementation
Customers: Recruiters:
• Does recruiting meet your service level • Do you have the right tools?
expectations?
t ti ? • How do you think it should work?
• What other services do you feel you • SWOT analysis
should receive form recruiting?
• What do you need?
R
Recruiting
iti Leadership:
L d hi I t
Interview
i Coordinators:
C di t
• Do you have the right team talent? • What obstacles are preventing you
• Are we as effective as we can be? from doing your job most effectively?
• Wh t needs
What d to
t change?
h ?
6Are we in the right recruiting mindset?
Evaluation Results
Customers: Recruiters:
• Communication • Recruiting tools
• Understanding of BU functionality • Training
• Increase candidate pool diversity • Technology
• Sourcing
• T h l
Technology
R
Recruiting
iti Leadership:
L d hi I t
Interview
i Coordinators:
C di t
• Clarity on business plan • Centralize processes
• Enhance indicators • Increase efficiency in current process
• Link indicators to plan • Training
• Standardization
7Reconditioning the Mindset: From Administrative to Consultative
Realign our talent to maximize engagement
1 for both team members and customers
Mission Statement “BUY IN”
Key Reinforce the message:
Performance Indicators Over & over & over…
8Reconditioning the Mindset: From Administrative to Consultative
The Mission Statement
Operate as a strategic sourcing organization through
tthe
e co
continuous
t uous eenhancement
a ce e t o of pe
personnel
so e a and
d
practices. Sustain a focus on efficient processes,
specialized recruiter training, organizational
relationship building and the strategic application of
recruiting tools enterprise wide with a focus on the
importance of diversity.
9Reconditioning the Mindset: From Administrative to Consultative
Establish clear KPI for the team
1. Time to Fill: 60 Days 5. Offer Acceptance: 85%
2. Candidate Pool Accuracy: 6. Underutilization Email:
100% 100%
3. Applicant to Hire Ratio: 7. 4DX WIG:
3-1 100%
4. Hiring Manager Satisfaction: 8. Candidate Dispositions:
4 100%
10Reconditioning the Mindset: From Administrative to Consultative
“B IIn””
“Buy
• Hiring
Hi i Managers
M
• HR Leadership
• Sr. Leadership
• All of our customers
• The Talent Acquisition Team
The
“CSCSC”
11Recruiter Statement:
“I am a Customer
C t ffocused,
d SSourcing
i C Consultant,
lt t who
h iis a SSelf
lf motivated
ti t d Cl
Closer!”
!”
Below are 5 key attributes that will take any recruiter to the next level of consultative recruiting.
When a recruiter incorporates the 5 attributes into their daily work practice, the result is a recruiter who will earn and sustain
credibility with their customer, candidate, and peers. These will identify you as a business unit consultative resource.
C S C S C
Financial acumen Financial acumen Financial acumen Financial acumen Financial acumen
Know your Aggressive approach Strong communication Bias
Bi for
f action
ti Know the needs
customer’s to passive skills (relocation,
business candidates
▲ Ask questions See the need and home value,
comp., etc.)
Take the time to Diversity‐focused ▲ Listen to answers
take ownership
learn the jobs
Take advantage of ▲ Repeat back for Driven to succeed Know the
(roles) thoroughly confirmation candidate’s
sourcing
Address your “Can do, will do” concerns
customer’s needs
Highly trained and Strategic partnership attitude Know the
certified (training with the customer
& certification) candidate’s
Effective internal ▲ Clear operational state of mind
and external Be cross‐functional understanding and personality
p
relationships ▲ Identify
Id tif opportunities
t iti ▲ Staffing levels and “II think I can,
can Apply all the
succession plans
Be accessible for high potential
▲ Be involved: “seat I know I can, information to
the delivery of
candidates within
Execute on other business units
at the table”
I did!” the offer –
BRIDGE THE
▲ Know what they
deliverables Develop talent know and GAPS & CLOSE
pipelines collaborate THE DEAL!
Network Recommend “business
Pre‐screen sense” solutions
thoroughly
12Reconditioning the Mindset: From Administrative to Consultative
Reinforce the message: Over and over and over
over…
Meetings:
• Biweekly Talent Acquisition Lead Team meeting
• Biweekly All Hands meeting
• Agenda: Compliance, Hot topics, performance recognition, team
discussion
Communications:
• Regular email communication updates
• Policy and practices
• Tips and pointers
Scoreboards:
• Posted in public areas
• Indicator monthly updates
• 4 DX monthly update
• CSCSC: Posters throughout the recruiting area
13Training: Back to the basics
2 What we need to know to be a true sourcing
organization
Sourcing
g Consultative
• CDR • Immigration
• CIR • Diversity
• ACIR • Compensation
• Webinars • Benefits
Compliance General
• Legal • Recruiter profile
• EEO • Recruiting basics
• OFCCP • SME: Guest speakers
• Adverse impact
14Standardization: Of processes for efficiency and effectiveness
Focus on process standardization to ensure a
3 seamless recruiting experience for the hiring
manager, recruiter and the candidate.
Standardization Centralization
• Processes • Created a recruiting SharePoint site
• Templates • Aligned site by functional areas
• Visio flow charts • Internal TA webpage
• Compliance • Interview coordination
Communication Execution
• All staff have access to SharePoint • 100%
• Regularly direct staff to SharePoint • Six Sigma Green belt
• Email reinforcement • Six Sigma Black belt
15Black Belt: Taleo Applicant Tracking System
DEF
FINE
Before After
Process Step
Taleo Taleo
*
ME
EASURE
Requisition approval time 24-72 Hours Real-time
External posting time 72 Hours Real-time
*
Initial communication between Recruiter & Hiring
g 72 Hours 24 Hours
Manager
ANALYZE
Time needed to track resumes to job requisitions 24+ Hours Real-time
Total number of process steps 42 Steps 28 Steps
*
IMPROVE
Takeaways:y
E
• Significantly improved applicant communication for internal and
*
external candidates
CONTR
• Positive impact on 60 day Time to Fill metric
ROL
• Development of improved standardized reporting
16Green Belt: Background Investigation Process
DEF
Process Steps Before After
FINE
Consent Form Submission via new 800
24-72 Hours Real-time
*
Number
ME
Do Not Contact Documents Process Long Wait-time
EASURE
Real-time
Delay
5 Steps 2 Steps
Document Storage
*
Wait- time Real-time
ANALYZE
Final Score Email Alert 12 Steps (average) Real-time
Wait-time Real-time
Online Fax
*
3 Process Steps No Lost
Documents
IMPROVE
Lost Documents
E
Number of process steps reduced from: 53 34
*
CONTR
Takeaways: The streamlined process steps and improvements noted above
contributed to improvement of background check cycle-time.
ROL
17Technology: The right tools for recruiting success
Driving effective operations in applicant
4 tracking, sourcing tools, reporting and
compliance
Taleo SourcePoint
• Applicant tacking system • Sourcing technology
External Websites Internal Websites
• Market reach • Fplcareers.com
Fplcareers com
• Market penetration • Internal recruiting webpage
18Recognition: Influences desired behavior
Publicly recognize the accomplishments of the
5
individual & team as a performance driver
Bi-weekly
Bi weekly meetings Bi-weekly
Bi weekly meeting
• Lead team • All hands
• Reinforce what is being done • Individual accomplishment
right
g • Team accomplishment
p
Affirmation: B.I.R.D
• Email
E il communication
i ti • Awards
A d program
• Team events
• Culture of respect
19Recognition: Influences desired behavior
B.I.R.D. Award Criteria
B d
Budget I di
Indicators
•New hire does not exceed •Time to fill is less than 60
105% of the MRP days
Relationships Diversity
•Overall hiring success of the •Woman or Minority hire
recruiting partnership
20Recognition: Influences desired behavior
B.I.R.D Award Levels
F l
Falcon: 1 t hi
1st hire H k 10 hi
Hawk: hires
• Gold Falcon pin • Certificate of accomplishment
• Lunch with the Director of TA
Osprey: 15 hires Eagle: 20 hires
• Plaque of recognition • Distinguished plaque
• Lunch with VP HR NextEra • Lunch with Executive VP HR
21From Administrative to Consultative
* The Talent Acquisition Transition
Ongoing Evaluation Standardization
Reconditioning the Mindset Technology
Training Recognition
Execution
22Questions ? 23
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