The Evolution of Talent Acquisition in Etihad - Fatima Mohammad & Matthew Hesketh - cut-e
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
The Evolution of Talent Acquisition in Etihad Hamburg| March 2017 Fatima Mohammad & Matthew Hesketh Etihad Airways
Welcome to Etihad Airways,
the national carrier of the
United Arab Emirates
EY The Residence
https://youtu.be/u-OUUDzjFuQ
ETIHAD INTRODUCTION & HISTORY
2011 – 2017 OUR TALENT ACQUISITION JOURNEY
2011 2017 and Beyond:
▪ Reliance on careers website ▪ Partnership with marketing
▪ Agency use ▪ In-house search
▪ Long-winded application process ▪ EVP and talent brand
▪ Assessment via interview only ▪ Multiple assessments
▪ No EVP, no talent brand, no one knew us ▪ In-house psychologists
▪ Transactional process ▪ Shortened application process
▪ BI
▪ Talent pools, ongoing engagement
▪ Active – Open – Passive Talent
▪ “Candimens and Custidates”
WHERE IS THE TALENT IN TODAY’S MARKET PLACE?
Today:
▪ 8B Facebook videos watched 2.3B
Log into a social network daily
▪ 13m new connections on LinkedIn
▪ 500m Tweets
▪ 80m photos uploaded on Instagram 7.3B 3.1B
Internet Users
Etihad’s LinkedIn Performance in the last
12 months (%)
Montly job applications
Followers
Company page views
1st degreee connections
Employee members
0 50 100 150 200
Talent Lives & Transacts online
Hands up if you got your job applying
directly through your current company’s
careers site?
CAREERS SITE BLUES
Careers site performance:
Careers site Applicants Applications Avg. Apps Hires Efficiency of
source per made sourcing
applicant
Internal 3,902 19,155 4.9 356 9%
External 204,391 448,251 2.2 2598 1.3%
Total 208,293 467,406 2.2 2,954 1.4%
▪ Careers site does not drive efficient talent sourcing
▪ As new approach for major sourcing projects
▪ Data is the key to identifying proactive engagement with talent
STRATEGIC SOURCING
LINKEDIN:
In just 13 years Etihad Airways has become the 3rd most followed airline on
LinkedIn
360,411 followers Emirati Women:
349,997 followers
▪ Over the past three years Etihad has undertaken a strategic drive
to become an employer of choice among Cranfield graduates
▪ 2013 9 Cranfield Graduates, 2016 45 Cranfield Graduates (2nd
highest in airline industry)
In-house Search
2016 joiners from headhunting Agency Savings Agency Spend Trend (AED)
3000000
52 AED 4,280,000
2000000
▪ Use analytics to identify market place
1000000 Agency Spend (AED)
▪ Build talent pools based candidates engaged
▪ Low volume, high quality – clear savings!! 0
2014 2015 2016
“Branding is a promise to your customer, employment
branding is a promise to your future and current
employees”
Kathryn Minshaw
Founder & CEO @ The Muse
ETIHAD AIRWAYS EMPLOYMENT BRANDING ▪ 5 star award-winning airline ▪ Career opportunities and growth in Etihad Airways and equity partners ▪ World-class facilities, including accommodation, medical centre, staff nursery, and gyms ▪ Multi-cultural environment with over 140 different nationalities ▪ Travel and flight benefits ▪ Cosmopolitan city with good weather and lifestyle ▪ Diverse sports and cultural events
“The important question is not how assessment
is defined but whether assessment information
is used”
Palomba & Banta
Authors of Assessment Essentials:
Planning, Implementing, Improving.INTRODUCING PSYCHOLOGICAL ASSESSMENTS TO ETIHAD AIRWAYS ▪ Introduced to Etihad Airways in 2014 in collaboration with Cut-e ▪ Personality questionnaires and ability tests ▪ Managerial and junior levels ▪ Mapped the psychometric personality tool with Etihad’s Winning Behaviours and created bespoke computed generated reports that highlight both strengths and under-developed areas to take into consideration prior to selection ▪ Bespoke interview guide mapped to Etihad's Winning Behaviours created in collaboration with Cut-e
CHALLENGES OF INTRODUCING PSYCHOLOGICAL ASSESSMENTS ▪ Scepticism from the business due to low levels of awareness and understanding ▪ Lack of clarity from the business on the value assessments add ▪ Introduction of a useful measurement to assess against ▪ Business tendencies to take the outcome of psychological assessments at face value to drive their decisions
BUSINESS PSYCHOLOGISTS
▪ Introduced a sophisticated and thorough assessment process for selection into
senior management roles using a variety of tools such as a personality Selecting the Right Leaders
▪ Increasing the robustness of selection processes with
questionnaire, an ability test, and behavioural exercises. appropriate expertise, training and tools
▪ Provide hour-long candidate feedback session to validate the psychometric
results and to give the candidate the opportunity to express themselves and
gain insight into their behaviours; this results in increasing positive candidate
experience.
71% 29%
▪ The hiring manager and recruiter gain insights into the candidate behaviour,
state of mind, motivation and potential for the role whilst keeping the critical
winning behaviour as a base of assessment.
Internals Externals
▪ Designed and delivered variety of workshops across the business:
1. CV and Interview Skills Workshop
2. Mindfulness Workshop Grade Level Overall Total
▪ Designed a comprehensive assessment process for Right Shape and Size (RSS) Executive 58
across the business at all levels. Managerial 112
▪ Act as points of contact for coaching for employees who are undergoing RSS Total 170
assessments.ASSESSMENT OF POTENTIAL - INTERNATIONAL CADET PILOTS
Phase 1 Assessment Complete
▪ Recruitment and PR Campaign Producing 4,090
applications
▪ Candidates set up a Facebook group of over 2,000
▪ Over 1,000 candidates invited in 45 locations worldwide
for supervised online assessments
Phase 2 Assessment Plan UK & Eire: 109
Central Europe: 217 SE Asia:115
N. America: 62 Central Asia: 46
▪ Venue : Etihad Training Academy, Abu Dhabi
▪ Top 165 candidates assessed on three-day assessment
▪ 90 overseas candidates from 43 nationalities
▪ Hala provided support (Abu Dhabi city tour, desert
safari, Ferrari world) Sub Continent: 234
▪ 30 candidates hired
Abu Dhabi: 221
S. America: 17 MENA: 56 Australasia: 38
Africa: 25What is the average cost of a wrong hire
at an Executive level?
Approx. AED 1,130,000 = €285,657ETIHAD’S WINNING BEHAVIOURS MAPPED WITH SHAPES
“Great talent isn't attracted to
mediocre recruiters”
Wade Burgess
VP Talent Solutions @ LinkedInWHAT WE’VE LEARNT Evolve recruiter skills ▪ Recruitment is marketing Talent Acquisition focuses on its non-linear skills ▪ In house headhunting ▪ Professional networking Employee advocacy ▪ 90% trust recommendations from people they know ▪ 33% trust brand messages Partnership with marketing, our EVP ▪ 36% TA teams partner with their marketing function ▪ 30% of TA is solely responsible for EB Training ▪ Training employees on social and employment branding platforms Mobile based application process ▪ 90% of people are searching for their next job on their mobile device Data % technology ▪ UTM codes ▪ Embrace new technologies
ًشكـــــــــــــــرا 48 hours in Abu Dhabi https://youtu.be/W9dmeRMAqYw
You can also read
