Increasing TA Effectiveness in China through Data and Talent Planning With an unpredictable job market, rapidly changing roles and skill sets, increased agility and shifting behaviour of job seekers, talent leaders in China need to use accurate and current data to inform their strategy and decision making. Therefore, precise and effective talent market insight becomes more and more important. Market insights for talent planning encompass talent data mining, cleaning and analysis, local market intelligence, and industry benchmarks to inform talent-related decisions. Ideally, data-driven insights guide the whole recruitment process including sourcing, selection and on-boarding, as well as employee reskilling, development, and succession planning. In this webinar, Joseph Zhu, Client Solutions Director, China, will be joined by Shirley Wang, China Head of Talent Acquisition at Kimberly Clark, and Stacy Zhao, Head of Talent Acquisition, Great China Region at Nestle. The group will discuss how companies in the Greater China Region can use market insights to shape their strategy and improve the effectiveness of their talent acquisition. We will explore: • How to develop better business strategy based on talent market insights • How to assess your current plan and identify areas to improve • Which stakeholders have important responsibilities for talent planning, with examples of how these roles support your talent acquisition

1. USING TALENT MARKET INSIGHTS
TO INCREASE TA EFFECTIVENESS
July 2020

2. 2
Head of Talent Acquisition
Kimberly Clark, China
Shirley Wang
Head of Talent Acquisition
Nestlé, Great China Region
Stacy Zhao
ü About Cielo
ü Time For an Agile Talent Acquisition Model
ü How Talent Report Can Help the Business
ü Some Examples from Cielo
ü Q & A
AGENDA & SPEAKERS
Client Solutions Director
Cielo Talent, China
Joseph Zhu

3. ABOUT CIELO

4. 4
GLOBAL CAPABILITY, LOCAL INSIGHT
GLOBAL RECOGNITION OF EXCELLENCE
MILWAUKEE
BUENOS AIRES
MANCHESTER
LONDON
COLOGNE
BUDAPEST
PARIS
DUBAI
HONG KONG
MANILA
SINGAPORE
103 Countries
176 Clients
39 Languages
2k Employees
14 Offices
162k Annual Hires
GUANGZHOU
SHANGHAIWUHAN

5. 5
Global best practice and local expertise
CIELO IN APAC
17+
CLIENTS
7500
HIRES
ANNUALLY
98%
DIRECT
DELIVERY
20
COUNTRIES
15
LANGUAGES
SUPPORTED
• Regional delivery centres: Singapore, Hong Kong, Manila,
Shanghai. Guangzhou and Wuhan
• Onsite teams: Across 11 countries in APAC
• High Tech: CIELO TALENTCLOUD
• High Touch: BRAND + EXPERIENCE = WE BECOME YOU
• High Value / Niche Positions form 65% of the total roles we deliver
6
DELIVERY
CENTRES

6. 6
TALENT PLANNING – WHY IS IT IMPORTANT?

7. INCREASE TA EFFECTIVENESS?
-TIME FOR AN AGILE
TALENT ACQUISITION MODEL

8. 8
WHY NOT EFFECTIVE?
• Not having a Talent/Talent Acquisition Strategy
that links with Business Priority
• Not having a clear people/talent acquisition
Plan and Measurement
• Not leveraging/implementing enough on the
Digital Tools
• Not having a strategic partnership plan with
recruitment 3rd parties
• Become Talent Acquisition (Business)
Partner
• Create a Balanced Build/Borrow/Buy
Dashboard
• Drive User Experience Focused
solutions .
• Build an Agile Talent Acquisition Model
Action
s
Facts

9. 9
SURVEY REFERENCE (COVID-19 PERIOD)

10. 10

11. 11

12. HOW TALENT REPORT
CAN HELP THE BUSINESS

13. 13
HOW TALENT REPORT CAN HELP THE BUSINESS
Validate Biz Strategy
Talent Capability Trend
Business Model Trend
TA’s value is not
only in new
hiring
Define Talent Strategy
Biz/Org Goal
Talent Goal
BBG Strategy
Hire the right
Support the Future
Market Workforce
Company Workforce
Business Set-up
Market
intelligence,
Plan ahead

14. 14
EXAMPLE – BASE ON MARKET DATA TO DO TALENT PLANNING
• Know your
needs
Step
1
• Mapping
Step
2
• Data connection
& Compare
Step
3
• Define BBG
strategy
Step
4
Target Industry/Companies/Positions
Org. design/ Biz size/ Customer
Talent Source; Attraction/Retention differentiation
Gap Analysis
Critical capability building plan/ Buy strategy
Skill and capability per position/ salary range
National
Leader
East Group
leader
South Group
Leader
North Group
Leader
Senior
Manager
Manager
A客户
4000~5000
W
AA
上海Manager
B客户
2000W
长沙
Manager
C客户
1000W
长沙
Manager
D客户
2000W
苏州
Manager
E客户
2000W
北京
Manager
F客户
300W
苏州
Manager
G客户
2000W
苏州
Manager
H客户
2000W
北京
Manager
I客户 300W
苏州
Manager
J客户 600 -
800W
北京

15. 15
EXAMPLE – CAMPUS UNIVERSITY TARGET AUDIENCE

16. 16
FRAMEWORK ON USING DATA
Analyze on
Data
Generate
Hypotheses
Validation
Your
Conclusion
Data Screening &
Select
- Is it relevant to
my topic?
- What is the data
scope or
reliability?
- Is it one-time
impact or a trend?
- How to link the
data and what
are variable
ones?
Link to topic and
draw hypotheses
- Understand biz
content
- Quantification
& variables
- Your insights
Validate your
hypotheses
- Find additional
examples to
match your
hypotheses
- What target
benchmark?
Draw your story
- What is your
conclusion?
- Who is your
audience?
- How to present
your finds with
data?
- Any
recommendation
on action plan?

17. SOME EXAMPLES FROM CIELO

18. 18
CHOICE OF INNOVATION CENTER SITE FOR A TOP FINTECH COMPANY
#1 TALENT INSIGHTS TO MAKE BETTER DECISION
TALENT POOL & INDUSTRY BREAKDOWN
SHANGHAIBEIJING
93.0%
82.0%
72.0%
60.0%
50.0%
SOFTWARE ENGINEERING
SOFTWARE DEVELOPMENT
SOFTWARE DESIGN
JAVA
JEE
IT Service
36%
Computer Software
26%
Telecommun
ications
19%
Internet Technologies
12%
Others
7%
SKILLS STACK
SHANGHAI
IT Service
38%
Computer Software
26%
Telecommunic
ations
19%
Internet Technologies
10%
Others
7%
BEIJING
89.0%
78.0%
71.0%
61.0%
51.0%
SOFTWARE ENGINEERING
SOFTWARE DEVELOPMENT
SOFTWARE DESIGN
JAVA
JEE
Est. Talent Pool
working as
Software
Engineer
52,762
Est. Talent Pool
working as
Software
Engineer
33,645
SHENZHEN
IT Service
40%
Computer Software
26%
Telecommun
ications
17%
Internet Technologies
9%
Others
8%Est. Talent Pool
working as
Software
Engineer
3,358
90.0%
81.0%
71.0%
65.0%
57.0%
SOFTWARE ENGINEERING
SOFTWARE DEVELOPMENT
SOFTWARE DESIGN
JAVA
JEE
SHENZHEN

19. 19
#1 COMPETITIVE LANDSCAPE
Beijing
Shenzhen
Shanghai
Beijing (北京)
Shanghai (上海)
§ Beijing and Shanghai have a good mix
of Chinese companies and foreign
MNC’s competing for talent.
§ In comparison, competition for talent
in Shenzhen is mostly among Chinese
private-owned companies.
§ In general, foreign MNC’s and home-
grown companies (including some
start-up’s) have almost equal footing
when it comes to hiring and attracting
software engineer talents. Most of the
time, the Chinese companies are
willing and are able to match the
compensation package of foreign
companies.**
Insights
Shenzhen (深圳)
**China Daily
Source: Talent Neuron, Zhaopin, 51job
*Based on company hiring activities from June 2017 – June 2018
COMPANIES HIRING SOFTWARE ENGINEERS – CHINA

20. 20
#1 HIRING LANDSCAPE
Beijing
Shenzhen
Shanghai
§ It is significantly more
challenging to look for
software engineers in
Shenzhen than in Beijing
and Shanghai. While
there are several software
engineers specializing in
various coding languages
in Guangzhou and
Shenzhen, there are very
few engineers who can do
both front-end and back-
end development in these
2 locations.
Insights Software Engineer
Beijing (北京)
EASY DIFFICULT
56
Software Engineer
Shenzhen (深圳)
EASY DIFFICULT
59
Software Engineer
Shanghai (上海)
EASY DIFFICULT
58
EASY
Hiring Scale Legend
1-10 11-20 21-30 31-40 41-50 51-60 61-70 71-80 81-90 91-100
Extremely Easy Very Easy Moderately Easy Slightly Easy Easy Difficult Slightly Difficult Moderately
Difficult
Very Difficult Extremely
Difficult
Source: Talent Neuron
EASE OF HIRING

21. 21
BUSINESS EXPANSION PLAN OF A TOP AUTOMOTIVE OEM
#2 TALENT PLAN FOR FUTURE DEVELOPMENT
21
Project Scope-Target Talent Profile Details
Overall Objectives :
ü6 competitors from headquarters
& segmental joint ventures
üManagerial level & above with
8+ years working experience
üTotal 200 targeted talents
üLocal Chinese talents ONLY

22. 22
#2 TALENT PLAN FOR FUTURE DEVELOPMENT
24.0%
24.0%
11.8%
14.7%
8.8%
1.5%
0.5%
14.7%
Figure 3 - Company of Choice
BMW
VW + Audi
Benz
European companies Only
European Or US Companies
Ford
GM
Others
3.3%
16.7%
79.9%
Figure 1 - Career Stages of Talent Pool
Executive + HOD
Senior Managers
Managers + Functional
Experts
Observations : There are only a handful of Chinese locals holding Executive
level positions. Only 3.3% of the talent pool holds senior positions within their
head of departments.
Observations : The average current tenure of the talent pool is 4 years.
Majority of the talent pool has a current tenure of less than 6 years. This trend is
seen in all the 6 companies in this research.
42.4%
34.1%
14.6%
8.8%
Figure 2 - Current Tenure of Talent Pool
≤ 3 years
>3 years ≤ 6 years
>6 years ≤ 9 years
>9 years
61%
16%
1%
6%
16%
Figure 4 - Talent pool's motivation to move
Career Development
Company's Reputation
Leadership Style of
Direct Report
Salary Increment
Others
TARGET TALENT POOL ANALYSIS

23. 23
#2 TALENT PLAN FOR FUTURE DEVELOPMENT
SALARY ANALYSIS CHART
Company V Company A Company F Company B Company T Company H

24. QUESTIONS?

25. 25
Start from hiring
positions/projects
• Use talent plan for the hard to fill
roles/critical roles in your company
• Think/plan before actual hiring
Using visible data to make
the talent plan
• Understand your company itself
with industry’s benchmark
• Use the available data to assess
your current plan
Know your stakeholders
• Top management, business
leaders, HRBPs
• How will they support your
decision?
• How will they feel about it?
3 STEPS TO CONDUCT YOUR TALENT PLAN
1 2 3

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