1. The Mars Talent
Acquisition Story
Emma Mirrington

2. February 14th 2010

3. The Approach..
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Evaluate
Plan
Implement
Engage
Measure

4. Evaluate
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Current situation (internal/external)
Stakeholder/ HR perspectives
Identify recruitment hotspots (SC/R&D/ Sales?)
Business priorities
Listen (web chatter)
Build contacts (Brand/CSR/ Global team)
Competitor analysis

5. Plan
• Alignment to Mars Chocolate business strategy
- What business issues are we trying to solve?
• Phased approach:
– Fixing the basics/ troubleshooting hotspots
– Establishing the framework/ Building the pipeline
– On-going talent relationship mgt.
• Future fit the talent strategy

6. Implement
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Phased approach
Quick wins
Case studies
Identify ‘fans’ within the business
Business as usual

7. Engage
Building a Culture of Talent Acquisition
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Encouraging employees to think in terms of talent
rather than recruitment.
Increase employee awareness about Mars’ Talent needs and its
value proposition
Provide employees with the tools and support needed for them
to leverage their networks effectively
Enlist the line as Talent Ambassadors
X functional relationships (CSR/ Brand)

8. Measuring success
Key Kpis:
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Time to fill
Cost per hire
Employer of choice
Top sourcing channels
Offer acceptance rates
Retention
Employee engagement

9. Evaluation

10. Evaluation…
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High Recruitment Volumes
High CPH/ TTH
Complexity of the Challenge
Business perception
Team Impact
Team capability
Tools
Decentralised budget
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Great team
Good business awareness
Strong selection process
Line Mgt capability
Good relationships with
wider HR team

11. External Benchmarking - Average annual cost
per hire
57% have an average cost per hire of under £2501
Mars UK Chocolate average cost per hire is £5089
* Source – The FIRM member survey 2011/2012

12. External Benchmarking - Average time to hire
50% say that their average time to hire is 4 – 8 weeks
Mars Choc UK average time to hire is currently 58 days
* Source – The FIRM member survey 2011/2012

13. Plan

14. Talent Acquisition Partnership Model
Need to get the bottom of the
pyramid right first
Advice
Partnership
Consistency
Accuracy
Availability

15. Talent Acquisition Objectives
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Create internal capability of talent acquisition
Meet current and future business needs through proactive sourcing of
great talent
Ensure we have the best talent to drive the business forward
Build up key market knowledge of who and where talent is – internally
and externally
Pipeline external talent for mission critical roles to complement our
internal ‘build’ pipeline
Develop Mars’s employer reputation and brand through sharing our
special story
Engaging and creating advocacy with our resourcing partners and current
associates

16. Rationale for Change – Our Ambition
From…..
Having a lack of external awareness
that we are an employer of choice.
Taking a predominantly short term,
reactive and traditional approach to
sourcing our talent.
Relying heavily on our agency suppliers
rather than build our own capability to
engage and source talent directly
Average cost per hire is 50% greater
than that of the external market
To….
Being a known employer of choice that
proactively sources, attracts and
engages directly with the best external
talent
Having an engaged external talent pool
and pipeline of suitable candidates
Delivering a world class candidate
experience
Having diverse and effective sources of
attracting and sourcing talent

17. Talent Acquisition – Roles & Responsibilities
Head of Talent
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Work in partnership with the
management team to build and
execute the talent agenda for
next 3-5 yrs
leading the diagnosis and
identification of Build and Buy
requirements for the category.
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Defining & shaping the external
resourcing strategy for the
Category
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Leading key strategic L&D
initiatives mandated by the
management teams that support
the build elements of the
strategy.
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Run senior management
recruitments
Build capability of the UK talent
team
Talent Resourcer
Talent Acquisition Manager
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Work in partnership with CPMs to
deliver against Demand Plans
Build attraction strategy for each
business area
Maximise the use of referral
programmes, alumni networks
Measure performance of each
channel
Stakeholder mgt. For client group
Coordination of Recruitment
Campaigns
Creative Approach to Recruitment
solutions
Network internally and externally to
engage potential talent
Work with team to deliver required
cost savings
Lead the development and
deployment of Non Manager L&D
initiatives
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Focus on sourcing and engaging direct
talent
Candidate management and
engagement
Short listing and Interviewing
Sourcing passive and proactive
candidates for live roles
Liaison with all parties on specific
vacancies
Offer creative solutions to sourcing
talent
Developing proactive database of
potential high calibre talent
Source candidates directly
Use alternative channels to find the
best candidates

18. Phase One
Phase Two
Establishing the
Phase One
Talent Acquisition
Framework
Building the
Phase Two
Talent Pipeline
Three Year Change programme
Phase Three
Phase
Talent
Relationship
Three
Management

19. Implement

20. Talent Acquisition Framework
Phase One
Establishing the
framework
Phase Two
Building the Talent Pipeline
Phase Three
Talent Relationship Management
Strategy
Basic TA strategy with clear road
map in place
Well defined TA strategy aligned to
business strategy. Full stakeholder
engagement
TA strategy seamlessly integrated to business
strategy which is informed by talent insights
Ownership &
Capability
Formal TA responsibilities
defined. Capability gaps
identified
Roles & responsibilities embedded & team
working efficiently & effectively
Highly skilled , experienced TA team. Clear
accountabilities & ongoing focus on
development
Infrastructure
Basic systems, processes and
policies defined & implemented
Systems, policies & processes agreed,
monitored & supported
Full suite of efficient, effective & integrated
systems & processes designed to optimise
candidate experience
Workforce Planning
Basic operational resource plans
identified < 6 months
Clarity around talent mix required.
Operational workforce planning
Organisational risk management
Strategic workforce planning
EVP & Employer
Brand
EVP and EB communication
architecture developed
EB implemented at every touch point
Leading employer of choice with flexible EVP
to meet evolving org & talent needs
Attraction &
Sourcing
Approach to sourcing defined,
Referral scheme in place. 3rd
party partners engaged
Approach to pro-active sourcing & talent
pools developed. Direct sourcing accounts
for > 70% hires. Advanced referral
programmes. Use of social media
Mature, diverse, well managed talent pools &
pro-active, innovative talent sourcing
strategies in place.
Assessment &
Selection
Consistent selection approach in
place. Clear competence
framework for selection
Well developed assessment & selection
programme with suite of tools available
Clear relevance & alignment of selection
process to role. Use of innovative selection
approaches to enhance candidate experience
On boarding
Basic onboarding process and
procedures in place
Structured onboarding programme in place
with differentiation by level/ function
Superior candidate preboarding & onboarding
programme delivering an enhanced candidate
experience
Vendor Management
Preferred suppliers identified &
engaged
Partnership arrangements with key
providers. Competitive rates negotiated
with SLA’s defined & formal review
processes
Flexible & effective vendor mgt strategy
including in sourced & outsourced solutions

21. Evaluate

22. Measuring Success
15%
5%
47%
Direct
77% of our roles
were filled
directly in 2012
Agency
33%
Temp to Perm
Referral
2011
Average CPH - £5089
Average TTH – 75 days
2012
Average CPH - £3,648
Average TTH – 66 days

23. All going swimmingly
Or so I thought…..

24. What do you need to
deliver a strategy?

25. 2012 engagement
survey results

26. The car park moment
You can choose how to react to this
Emma….

27. Leveraging the HPC model
• Inspire Purpose (the why)
• Crystallise Intent (the what and when)
• Cultivate Collaboration (the how)
• Clarify Context
• Sustain and renew

28. Today
• Good team engagement
•Delivered 60% reduction in cost
•UK used as case study globally
•Award winning employer brand
•Innovation at the heart of what we do

29. Learnings
• Bring your team with you
• The HPC model
• Be authentic
• Stakeholder engagement early on
• I don’t have to do it all myself
• The power of my network

30. Thank you
Any questions?