The document discusses the evolution of Transport for London's (TfL) approach to talent acquisition from a traditional to a more strategic model. It outlines TfL's partnership with LinkedIn, including job wrapping and lead generation campaigns through LinkedIn, which improved key performance indicators like cost per hire. The future focus is on continuously improving the candidate, hiring manager, and quality of hire experience. Direct sourcing through LinkedIn remains important to achieving these quality objectives.

1. From Traditional to Strategic Talent Acquisition
How to Evolve Your Approach
Gareth Taylor
Recruitment Transformation Manager
Transport for London,
Jon Sleightholme
Recruitment Director
Mark Group, @JonSleightholme
#intalent

2. www.markgroup.co.uk
Helping our customers become
energy efficient since 1974
Lose Less. Use Less. Generate More.
www.markgroup.co.uk

3. www.markgroup.co.uk
Mark Group
“40 years in business – from humble origins to a global leader”
Presented by
Jon Sleightholme
Director of Recruitment
& Talent Management
#intalent

4. www.markgroup.co.uk
• Teacher
My Career
• Rugby Player
• Sport2Business - career transition,
outplacement and strategic hiring
• Mark Group - transforming a business from
“old school mentality” to strategically acquiring
and managing talent globally
#intalent

5. www.markgroup.co.uk
• Family business established in 1974
Mark Group
Facts & Figures
• Over 3000 employees worldwide
• Turnover - £300 million (2013/14)
forecast to double in the next 5 years
• Market leader in the UK
• Growing international presence - USA,
Australia and New Zealand
#intalent

6. www.markgroup.co.uk
• The UK’s leading provider of Domestic Energy Efficiency
Solutions - at its heart traditional and conservative
Mark Group
Business Overview
• Economic drivers - Energy security
and Energy prices
• 10,000 homes/businesses a week
globally more energy efficient…
“taking the light from under the bushel”
#intalent

7. www.markgroup.co.uk
Mark Group
Talent acquisition journey
2012
• Under skilled, under
resourced HR team
• Exclusively reliant on
external agencies
• Post and Pray
• Multiple relationships
• Take control/reduce
costs
2013
• Split of HR and Talent
acquisition
• Investment in the team
globally
• More proactive
approach
• Utilization of social
media –
Linkedin/Twitter
• Increase cost
savings/reduction in
attrition
2014
• Continuing education
of line managers
• Embrace case studies
• Develop the employer
brand
• Grow the team globally
- USA major focus
• Further embrace social
platforms
• Links to local
Universities
• Continue to reduce
cost and attrition
2015+
• Evolution of a
proactive and strategic
approach
• Build on employer
brand – why do people
work here?
• Employer of choice
within the industry
• Employee Engagement
strategy
#intalent

8. www.markgroup.co.uk
• Embrace the doubters….
Mark Group
Key lessons so far….
• Case studies are powerful!
• Build on the quick wins
• Fine the very best talent to join your
talent team
#intalent

9. 0
TfL Recruitment
22 May 2014

10. • TfL is responsible for the day-to-day to operation of the Capital’s public transport network,
managing London's main roads and the planning and building of new infrastructure
• We manage the city’s buses, the Tube network, Docklands Light Railway, Overground and
Tramlink.
• We also run Barclays Cycle Hire, London River Services, Victoria Coach Station, the Emirates
Air Line and London Transport Museum.
• As well as controlling a 580km network of main roads and all of the city's 6,000 traffic lights,
we also run London’s Congestion Charging scheme.
• Regulating taxis and private hire vehicles are part of our remit too.
• Every day around 24 million journeys are made across our network.
1
Transport for London

11. Team Hires 2013/14
Operational* 875
Head Office 1576
Temporary Labour 1610
Graduates / Apprentices 160
Total 4221
2
To deliver these services
29,000 staff
– 17,000 Operational
– 12,000 Head Office
Recruitment team of 50.0 staff delivering
* Operational recruitment services are provided by a 3rd
party partner

12. • £2.4 billion savings target included in 2010/11 Business Plan
• The Strategic Sourcing Programme was established in 2012 to review
all back office functions, to support and enable the delivery of these
savings targets.
• Key activity was to undertake
supplier market testing
3
Transport for London
Supplement to the Official Journal of the European Union
• To supplement the market testing we
also benchmarked our services against
those of similar organisations

13. 4
A programme of internal transformation initiatives were identified to
derive both Financial and non-Financial benefits
• Performance Management
• Supplier Management
• Direct Sourcing
Transport for London

14. 5
Cumulative Trends Escalations &
Exception reporting
% Mark-up and
Year on Year
Trends
Cost Per Hire Quality of Hire
Performance Management
Introduction of team and business performance measures to
influence behaviours

15. Enable robust Supplier Management through the combined tender for
all Recruitment Service products
6
Supplier Management

16. Strategic:
Low cost
Efficient
Quality of hire focus
Proactive pipeline-based process
Reactive:
High cost
Labour-intensive
Applicant quantity focus
Req to req process
Developing
Foundational
Strategic
Traditional
7
Direct Sourcing
Talent Acquisition is becoming more strategic as
organisations learn how to engage passive talent

17. 8
Direct Sourcing Solutions
• 25 Recruiter Licenses
• 62 Job slots
• Job wrapping
Employer Branding Solutions
• Dynamic Careers Page
• Employee Profile Ads
• 2 million Traffic Drivers
• 4 x Lead Generation InMail campaigns
Direct Sourcing
Linked In Solution

18. 9
Transport for London
Political / Cultural Barriers to Linked In
– Business case for Investment
– Resistance to use of Social Media
– ‘Old boys’ network
– Employee Relations
Team Barriers to Linked In
– Resistance to change
– Capability

19. 10
Direct Sourcing
Job Wrapping
191,488
Job Applications
Average Monthly
Applications
Average Applications
per Job

20. Direct Sourcing
Careers Pages
Default
CPD
IT
Commercial
Surface

21. Direct Sourcing
Lead Generation Campaigns
IM Talent Campaign
• Deployed 2,500 InMails
• Open rate 36.8%
(above industry ave ~30%)
• Response rate 9%
(above industry ave 5%)
• 224 leads in recruiter folder

22. Direct Sourcing
Employee Members
Monthly Employee Profile Views
Monthly Company Page Viewers
Monthly Career Page Viewers
Total Followers
Monthly Job Viewers
Talent Brand Engagement
Talent Brand Index
Impact of investment

23. Direct Sourcing
Impact of investment

24. 15
Key Performance Indicators FY2013
Target
FY2014
Actual
FY2014
Impact
Cost per hire £1,946 £1,557 £1,497 23%
Hires per Recruitment Consultant 76 98 104 37%
Days to fill an open position
- Band 1-4 (SLA 60)
- Band 5+ (SLA 90)
68
90
60
90
43
46
32%
49%
Customer satisfaction survey New 80% 88.5%

25. 16
The future
2013/14 targeted financial savings and productivity improvements
2014/15 is all about completing the triangle and we will be
concentrating on the Quality of service provision.
3 Key improvement objectives
• Candidate Experience
• Hiring Manager Satisfaction
• Quality of Hire

26. 17
Direct Sourcing remains key to the delivery of our future objectives
Using the experience of the first 8 months of our relationship with
Linked In we are considering how best to build a robust and engaging
model
• Longer term investment in a ‘fit for purpose’ solution
• Improved Recruiter license usage
• Business ownership of Careers Pages and updates
• Demand planning for Lead Generation Campaigns
How does LinkedIn support

27. 18
What can a Finance person teach
recruitment?
My experience of managing TfL
recruitment has been very different
to managing any other service
function through change
• 95%+ of those we engage are
disappointed
• High level of transactions
• Lack of Commercial skills
• Everyone thinks they can do it
Quicker / Better / Cheaper

28. 19
• You can only manage what you
measure
• Compliance is key in such a
highly transactional
environment
• Need to capture and market the
great stuff as well as taking
remedial action on the bad
• HR Delivery teams need to work
closer with Recruitment and take
a more commercial approach to
building accurate, yet flexible,
resourcing demand plans

29. Any Questions?
Gareth Taylor
Recruitment Transformation Manager
Transport for London,
Jon Sleightholme
Recruitment Director
Mark Group, @JonSleightholme
#intalent