This was an interactive session where the audience heard a business case from Marie Moynihan of Dell and Rachel Bowman of RBS on creating and running a successful direct sourcing function followed by an open discussion between panellists and audience members. In this session audience members were able to brainstorm solutions to challenges they face in their business today.

1. Moving to a Direct Sourcing Model
Marie Moynihan
Vice President Global Talent Acquisition at Dell
Rachel Bowman
Head of Resourcing at Royal Bank of Scotland Group

2. TALENT CONNECT 2012
Our customers
Serving millions of people in
180 countries
+ 95% of global Fortune
500 companies
+ 10 million small
businesses
+ 400,000 classrooms
+ Every G20 government
+ 200,000 physicians
+ 75,000 channel partners
+ 60,000 retail locations
+ 120,000+ Dell systems
shipped each day
Our people
More than 107,000 team members across the globe
More than 15,500 team members on 30+ sites in EMEA
Our purpose
Delivering technology solutions that enable people
everywhere to grow and thrive
2
Dell today
Our FY12 financial results
$62.1 billion total revenue
30% of revenue and 46% of gross margin generated
by Enterprise Solutions & Services

3. TALENT CONNECT 2012
The Case for
Change in TA
3 Confidential 31/10/2012

4. TALENT CONNECT 2012Confidential 4
Internal
Global
Org
Higher
skill sets
Passive
CandidatesBrand
Cost
Pressure
Social
media
Talent
want to
know us
AuthenticNetworked
Self driven
External

5. TALENT CONNECT 2012
Talent Acquisition – Globally Organised
Americas
EMEA
India
APJ
GTA Global Leader: Marie Moynihan
Global COE Global UR Global M &A

6. TALENT CONNECT 2012
Defining the
Value
Proposition
6 Confidential 31/10/2012

7. TALENT CONNECT 2012
Aligning Our Message (Employee Value Proposition)
Career &
Development
Opportunities
Collaborative
Relationships
Benefits &
Rewards
Entrepreneurial &
Innovative spirit
Our
community
& life
balance
Diverse &
Inclusive
culture
Great
Place to
Work

8. TALENT CONNECT 2012
What Attracts Candidates to Dell?
Based on what they tell us…..top reasons are:
Career Opportunities
The job is compelling,
interesting and will
challenge me
Stability
Dell has solid strategy
and will be around for
awhile
Development
Dell is able to develop
& grow my career over
time
Compensation
Dell has an attractive C&B
program
Technology
Dell is viewed as a
leader in their
technology
Respect and Recognition
Dell provides me with
information, flexibility,
feedback and recognition
New hire
feedback
2012

9. TALENT CONNECT 2012
Outreach and
Attraction

10. TALENT CONNECT 2012
Online Improvements
Careers Website
www.dell.com/careers
• Fewer clicks to get to jobs
• Updated content with rich EVP copy & “storytron”
• Actual team members featured – relevant & real
• Multimedia – can be shared, retweeted, etc.
• Info-graphics
Search Engine Optimization
Goal: To meet and exceed our candidates expectations of a truly
positive and informative online experience
Jobs.dell.com
• Job searching quick & efficient
• Attracts candidates directly from web searching
(including those not using Dell as a keyword)
• Job Alert capability
• 1.5 million visits annually!
• Robust social media capability including LinkedIn
‘jobs you may be interested in’

11. TALENT CONNECT 2012
Heavily invested in LinkedIN as a
core sourcing tool
• 200+ core licenses give us ability
to target key skillsets and
networks across the globe
• Strong use of Dell’s 85,000
members to build pipelines
• Tracking of talent inflows and
outflows vs. competitors
Invested in sourcing experts in
every Dell region
• Recruiters have search agency
backgrounds
• Focus on hard-to-fill and strategic
positions
• Utilize new CRM tool (Avature) to
track contacts, conversations and
follow up actions
Continued focus and improvements to Employee Referral Program
• Our #1 source of hire is our team member referrals/networks
• 30-40% of hires each year are direct referrals
• Upgraded and updated referral grid for global consistency and ease
• Investing in improved social media capability to improve usage
Direct Sourcing Investments

12. TALENT CONNECT 2012
Tracking our progress –Reporting Portal
(Weekly/monthly progress)

13. TALENT CONNECT 2012
Results to date
13 Confidential 31/10/2012

14. TALENT CONNECT 2012
Key Results – shifting from external costs to more
efficient internal sourcing
18362
13801
7141
9995
0
5000
10000
15000
20000
25000
30000
FY11 FY12
IG + hires
Up to IG
• 25,000 external hires per year
• Increasing complexity
• 13,000 internal fills per year
• 38,000 total requisitions filled
each year!
• Days to fill = 48 average
28% IG+
42% IG+
External Hires Outside Agency Spend – Non Executive
Significant reduction in use
and costs of outside agencies
over past 18 months

15. TALENT CONNECT 2012
Success Indicators in the Marketplace
New Applications
Dell receives approximately
50,000 new applications
each month
Online Traffic
Total online reach has
more than doubled since
Q1 FY12. In Q2 FY13
alone online reach
exceeded 1.6 million
visitors.
Search Engine
Optimisation
Since launching jobs.dell.com
in March 2011, the site has
received almost three
million visits. Over 160,000
of those visits are a result of
searches on the web where
Dell was not a keyword.
Referrals
15,000 – 25,000 active
referrals are in our
Applicant Tracking system
at any given moment
Over 30% of our external
hires come
from referrals
Facebook
With 4 Careers Facebook
pages supporting our
regions and UR and over
110,000 followers, Dell
has one of the greatest
Careers Facebook
followings in the industry
LinkedIn
Over 2,000 hires directly
impacted by LinkedIn since
Q1FY12
Over 80,000 clicks onto the
LinkedIn Career page in last
12 months

16. TALENT CONNECT 2012
31/10/2012
 Direct sourcing provides many advantages
 a deeper understanding of the business
 a more compelling sale
 on going IP
 a better hiring manager/candidate experience
 a better value solution at scale
 It requires
 strong investment in tools including Social media
 on going investment in training
 a strong base of committed Talent Acquisition professionals
 who have a real desire to source/outreach
 an ability to measure ROI on investments
In Summary

17. The RBS Story – Functional Recruitment
Rachel Bowman
Head of Resourcing,
Functional Specialist, RBS
17

18. TALENT CONNECT 2012
Building a Direct Sourcing Team
18
Resourcing
Consultant
Manage end
to end
lifecycle of
recruitment
process
Channels:
Agency
Online
Print
Referral
Programme
Own Networks
Direct
Sourcing
Consultant
Manage end
to end
lifecycle of
recruitment
process
Channels:
Direct only!
2011
Direct Sourcer
Channels:
Own networks
Online
CV Databases
LinkedIn
Resourcing
Consultant
Manage end
to end
lifecycle of
recruitment
process
Channels:
Agency
Online
Print
Referral
Programme
Own networks
Direct Sourcing
Team
Market Mapping
2012

19. TALENT CONNECT 2012
3 Service Levels
19
Direct Sourcer
to find CVs
Collect Market Intel
and provide to
Resourcing
Consultant
Resourcing
Consultant
completes
shortlist
Direct
Sourcer to
submit CVs
to
Resourcing
Consultant
Direct Sourcer
to find CVs
Qualify Candidates
(salary info/ notice
period)
Resourcing
Consultant
completes
shortlist
Resourcing
Consultant to
call
candidate for
a deeper
dive
Screening
calls
Fully Qualify
Candidates
Direct Sourcer
or market
mapper to
complete
Screening calls
Direct Sourcer
& Market
Mapping to
find CVs
Direct
Sourcer
completes
shortlist
CV/ Profile Only
Level 1
Basic
Screening
Level 2
Advanced
Screening
Level 3
IncreasingSalary/NicheRole

20. TALENT CONNECT 2012
Challenges
20
The model isn’t without it’s challenges:
- Getting the business and Resourcing Consultants to
feedback in a timely fashion on passive candidates
- Getting the licence to operate, sometimes the
business put roles to agencies
- Managing the talent pipelines we are developing
- Admin!

21. TALENT CONNECT 2012
Results
21
Source Data - Functional Specialist
0%
10%
20%
30%
40%
50%
60%
70%
80%
M
arch
April
M
ay
June
July
AugustSeptem
berO
ctoberNovem
berDecem
berJanuaryFebruary
M
arch
April
M
ay
June
July
August
%
3rd Party Suppliers
ERP
Offline Channels
Online Channels
Direct Sourcing
2011 2012

22. TALENT CONNECT 2012
Group Brainstorming
22
1. What is the best structure to implement a direct sourcing model
– full life cycle recruiter or Sourcer/Recruiter model?
2. How do you get buy in for this change in strategy from C Level?
3. How do you get recruiters really engaged in a direct sourcing
model?
4. How do you calculate the ROI of an existing direct sourcing
strategy?
In groups of 8 – 10, think about the question the group are allocated
from the list below
Document your key thoughts
As a group, be prepared to present back your top 3 thoughts/points of
learning