1. SOURCING AND ATTRACTING GHANAIANS
FROM THE DIASPORA-A STRATEGIC OUTLOOK
by Dennis Casely-Hayford
2012

2. PRESENTATION OVERVIEW
Vision
Goals
Strategic Imperatives
Best Practice/New Paradigm
Branding
Sourcing Strategies and Tactics
Summary
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3. VISION
To be a valued and respected world-class
Recruiting Organization that enables a
high-performance culture by:
 Providing pro-active, creative, strategic
sourcing and recruiting
 Using best practice and cost-effective
tactics
 Ensuring hiring objectives are achieved
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4. VISION FOR ENABLING
TALENT IN-FLOW
 A talent forecasting methodology that stems from business direction,
customer expectations, and operating objectives
 Established talent sourcing methodologies to uncover the best diverse
Ghanaian talent in advance of needs
 Partnership with Talent Management to establish a campus relations and
recruitment strategy plan and resources to enable annual hiring of the
best/brightest Ghanaian graduates in the diaspora with experience into
management and senior management roles
 Established Global Search Partnerships with specialized knowledge,
processes and metrics to enable swift identification and placement of key
Ghanaian talent
 Talent Branding messages, collateral, and tools that can be leveraged
around the world and localized, such that Ghanaian talent can appreciate
all that Newmont can offer as an employer
With Speed, Acquire and Deploy
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5. STRATEGIC GOALS
 Attract and acquire Best-In-Class Ghanaian talent while providing ROI
to Newmont by maximizing hiring through primary sourcing engines
 Development of talent attraction channels that ensure that a robust,
diverse, pipeline of high caliber Ghanaian candidates needed to
ensure current and future business results are achieved
 Build a great employment brand and hire the very best performers
 Enable Recruiters to increase focus on best practice talent acquisition
practices, i.e. hiring manager engagement, needs definition/planning,
candidate closing
 Streamline and reduce agency fees, and utilize savings in a more
effective cost-savings spend manner
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6. STRATEGIC IMPERATIVES
THAT UNDERLIE THE GOALS
 Develop high performance Recruiters
 Build and develop our sourcing capabilities
 Move from a requisition-driven model to a relationship
model to build talent pipelines well in advance of needs
 Better leverage staffing spend and ROI
 Establish, analyze, and report metrics
The ability to quickly ramp-up for growth is critical to success
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7. CHANGING THE TALENT ACQUISITION
PARADIGM TO BEST PRACTICE
Typical Paradigm- New Paradigm-Pro-
Requisition/Vacancy Driven Active/Relationship-Opportunistic
Reactive Recruiting Pro-Active Sourcing
Filling Jobs Delivering Best-in-Class Talent
Processing Transactions Building Relationships and Talent
Pools in Advance of needs
High Cost ROI
Paradigm needs to quickly change
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8. Reactive Recruitment Model
The reactive stance of recruiting ignores the larger pool of passive candidates and
focuses largely on active candidates.
1 2 3 4 5
Pools are All insight into candidate Little to no emphasis is
Larger mass of Process starts placed on restocking
assembled almost from “standing credentials gained after
passive candidates talent pools with
entirely with active stop” each time. process has been set in
unavailable. qualified declined
talent looking for us. motion.
candidates.
Passive Candidates
Active Candidates
Intake Interviewing Decision Conversion
New
Hire
Source: Recruiting Roundtable Research

9. Proactive/Pipeline Recruitment Model
The imperative to recruit before you have need to identify the best passive individuals and build
strong relationships.
Organizations are investing in …to drive slate quality ...and improve core recruiting metrics
talent pipelines …
Direct Outcomes Ultimate Outcomes
High Quality Slates
Talent Pipelines:
Every 10% improvement in
Higher Quality
Deep pools of slate quality translates into Hires
named and known a 5% improvement in
talent with which we quality of hire.
have built Decreased Time to
relationships and Fill
Faster “Time to Slate”
that can be tapped
quickly to fill Every 10% improvement in
interview slates slate quality translates into Lower Cost per
3% improvement in time to Hire
fill
Source: Recruiting Roundtable Research

10. BRANDING
 Opportunity to revitalize corporate job page by
making it interactive via flash video integration,
recruitment blogs, podcasts
 Sponsorship and participation of events by key
functional leaders
 Video featuring employee testimonials
 Active presence on professional/social networks
 Recruitment at non-recruitment events, i.e.
exhibiting at trade shows and professional
association events to increase brand awareness
and source passive prospects
We must increase Newmont Ghana brand visibility-
Critical to our goal in attracting Ghanaians from the
diaspora 10

11. SOURCING STRATEGIES
Strategy Tactic
Employee Referral Incentive Program Proactively approach key employees for
referrals (program targeting), leverage non-
employee referrals, enhance reward systems
for key tough to fill jobs
Talent searching via networking tools Job Posting/Candidate Sourcing-LinkedIn,
Twitter, Facebook
Recruiting Advertising and Branding Banner Advertising, Corporate Profile Ads,
opportunities on targeted niche mining and Corporate Video Profile, Targeted Email
Africa centric websites Campaign opportunities- InfoMine-Africa,
Careers in Africa, JobServeAfrica,
MyAfricaJobs, ReconnectAfrica
Participation in targeted professional/trade Passive/Active candidate sourcing, including
association events and industry career fairs branding opportunities-Careers in Africa,
AfricaRecruit, Africa Mining Indaba
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12. SOURCING STRATEGIES
(Continued)
Strategy Tactic
Internet Sourcing Job Boards, Niche Websites-InfoMine,
JobsInGhana, JobListGhana,
MyAfricaJobs, JobServeAfrica,
Reconnect Africa, FindAJobInAfrica
Global preferred partnerships with Leverage recruitment search firms to
search firms that specialize in sourcing directly source Ghanaians in the
Ghanaian talent diaspora-Global Career Company
Partnership and networking opportunities Explore networking opportunities
with African Student Associations in the (recruitment opportunities and brand
USA promotion) with African Student
Associations of selected top universities
offering mining-focused degree
programs- target demographic will be
Ghanaians with experience
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13. SUMMARY
 We need to know of business requirements well in advance
of talent needs
 Recruitment model must continue to shift to proactive
relationship building
 As the competition for top Ghanaian talent in the diaspora
heats up, utilizing emerging technologies will position our
recruitment strategy at the top
 We must employ multiple traditional and web 2.0 sourcing
strategies to uncover the best diverse Ghanaian talent
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