Keynote Session – “Top Trends & Best Practices in Recruiting, Kreg Bryant, Talent Acquisition Manager, Accenture

Workforce of the Future and its impact on Talent Acquisition and Recruiting
o Accenture’s Annual U.S. College Student Survey Key Finding
 College graduates are entering the workforce well prepared, yet their expectations in a career are often unmet by their employers.
o The extended workforce
 Talent pools continue to expand to embrace independent contractors and other temporary workers
o Automation
 Organizations will need to integrate talent development into the Talent Acquisition process to build skills and capabilities
o The New Digital Employee
 Softer skills around adaptability and multi-tasking override deep subject matter expertise when assessing candidates

Transcript

1. TALENT ACQUISITION AND RECRUITING – TRENDS AND LEADING PRACTICES October 2016
2. Copyright © 2016 Accenture All rights reserved. 2 WORKFORCE OF THE FUTURE Click the Play button to launch the video. … AND ITS IMPACT ON TALENT ACQUISITION AND RECRUITING
3. Copyright © 2016 Accenture All rights reserved. 3 DISCUSSION TOPICS TALENT ACQUISITION AND RECRUITING – Trends and Leading Practices  Trends  Digital  Brand and Candidate Experience
4. IMPROVE WORKFORCE PERFORMANCE NEW HIRE RETENTION COST TIME TO FILL REVENUE PER PERSON SATISFACTION NEW HIRE PERFORMANCE EXTERNAL SPEND TEMPORARY LABOR OPTIMIZE OPERATING COSTS TALENT ACQUISITION MEASURES OF SUCCESS AS MEASURED THROUGH BUSINESS, CANDIDATE AND OPERATION LENS’. Talent Acquisition has leapfrogged many other traditional HR functional areas as • Business relevant • Technology driven • Analytics rich This strong foundation will be critical as the workforce continues to change and our roles as Talent Acquisition Professional transition to that of a Talent Broker
5. A New Generation 50% Automation The Rise of Free-Lancing 1 2 3 The Digital Employee 4 Leading the New Team 5 43% 47% 86% 34% WORKFORCE OF THE FUTURE BY 2020, THE WORKFORCE PROFILE WILL BE VASTLY DIFFERENT FORCING ORGANIZATIONS TO BREAK TRADITIONAL PARADIGMS TO SECURE AND RETAIN TALENT Accenture Research
6. Of recent graduates want a good, fun social atmosphere. Accenture Strategy 2015 U.S. College Graduate Employment Study 44% Our Research Says… Considerations Of recent graduates expressed an interest in working for a large company. Accenture Strategy 2015 U.S. College Graduate Employment Study 15% Of graduates are looking for further education. Accenture Strategy 2015 U.S. College Graduate Employment Study 64% 1. Act like a small company Offer challenging work and a culture of growth and advancement. 2. 3. Get digital Increase investment in digital and social channels to appeal to this networked generation. 4. Differentiate on talent development Provide ongoing learning for new workers hungry for experience. Engage earlier It’s important to engage with recruits earlier in the supply chain, such as through an internship or co-op program. WORKFORCE 1: ACCENTURE’S ANNUAL U.S. COLLEGE STUDENT SURVEY KEY FINDINGS COLLEGE GRADUATES ARE ENTERING THE WORKFORCE WELL PREPARED, YET THEIR EXPECTATIONS IN A CAREER ARE OFTEN UNMET BY THEIR EMPLOYERS.
7. of today’s workers are independent up from 6% in 1989 Accenture 2013 Skills and Employment Trends Survey 82% Of organizations leverage an "extended workforce" approach to fill skills gaps. Accenture Volatility and Agility Survey 2014 of the US workforce is expected to be freelancers by 2020 Accenture 2013 Skills and Employment Trends Survey 43% 33% 1 Expand talent acquisition practices to the extended workforce 2 3 Use analytics to become an expert advisor on the talent landscape 4 Forge new relationships with partner organizations Become a talent broker WORKFORCE 2: THE EXTENDED WORKFORCE TALENT POOLS CONTINUE TO EXPAND TO EMBRACE INDEPENDENT CONTRACTORS AND OTHER TEMPORARY WORKERS Our Research Says… Considerations
8. 47% of total US employment is at risk to computerization in the next 10 years “60% of the best jobs in the next ten years haven’t even been invented yet.” - Thomas Frey, Futurist Source: “The Future of Employment: How Susceptible are Jobs to Computerization?” Oxford University, 2013 Effectiveness Model Innovation Model Efficiency Model Expert Model Retail Service Bot OSHbot can answer simple customer questions, identify items, search inventory, act as a guide, and even summon hardware experts for a video chat. Biomedical research, fashion design, Drones package delivery Robotic Surgery Da Vinci enables a surgeon to operate with enhanced vision, precision and control. WORKFORCE 3: AUTOMATION ORGANIZATIONS WILL NEED TO INTEGRATE TALENT DEVELOPMENT INTO THE TALENT ACQUISITION PROCESS TO BUILD SKILLS AND CAPABILITIES
9. Sources: Accenture, “Accenture Technology Vision 2016 – People First: The Primacy of People in a Digital Age,” 2016. of execs anticipate the pace of technology will change in the next 3 years. believe it will change at a rapid rate. of business executives report that the need to train their workforce is significantly more important today compared to 3 years ago 86% 98% 37% • Deep expertise for task at hand was only the 5th most important characteristic they required for employees to perform well in a digital world. Other qualities such as “ability to quickly learn” and “ability to multitask” ranked higher indicating that leaders are placing a premium on candidates whom will evolve with their business • The new digital employee must be agile to focus on projects and leverage new technologies/analytics, innovation • Enterprises must focus on enabling people to constantly adapt and learn. By making training a core competency, organizations can actively develop the skills that will set them apart from competitors WORKFORCE 4: THE NEW DIGITAL EMPLOYEE SOFTER SKILLS AROUND ADAPTABILITY AND MULTI-TASKING OVERRIDE DEEP SUBJECT MATTER EXPERTISE WHEN ASSESSING CANDIDATES According to our global tech survey of more than 3100 IT and business execs:
10. Sources: Accenture, “Accenture Technology Vision 2016 – People First: The Primacy of People in a Digital Age,” 2016. of top-performing companies say the critical factor to improve agility is their leadership team. 39 percent feel they are well prepared with the changes needed in skill and job mix of the workforce Only 34% of leaders are prepared for digital in terms of leadership and management practices. 39% 62% 34% Our Research Says… Leadership Considerations 1. Flip the Pyramid Earn your stripes as part of the team and “Listen” 2. 3. Be a Coach Create Structure but not autonomy 4. Flexibility Promote new working styles (cross functional teams; virtual teams) Digitize Stay current and demonstrate leverage of new tools and ways of working WORKFORCE 5: THE NEW DIGITAL LEADER “THIS IS NOT YOUR FATHER’S WORKPLACE AND THE OLD WAYS OF WORKING WILL NOT SUFFICE” ATTRACTING AND RETAINING DIGITAL TALENT HINGES ON THE DEVELOPMENT OF THE NEW DIGITAL LEADER