We’re one of the worlds leading mobile communications providers. Operating in 26 countries and in partnership with networks in over 55 more. Across the world, we have almost 444 million customers. We made the first ever mobile phone call on 1st January 1985 from London to our Newbury HQ. Since then we constantly uncover tactics to innovate the way we operate. Connecting global organisations in a rapidly changing world. Ensuring they stay agile and competitive in all areas of the business, including recruitment.
Want to download a one-page PDF of this case study?
Our challenges in recruitment are similar to everyone else’s. As a function, we are striving to be more proactive. Being able to pipeline for strategic skills our organisation needs for the future in a timely manner. On the face of it, we were doing our best to be a trusted partner to the business. But we were still failing at times. However being reactive wasn’t the only problem. Recruitment and the business needed to be better connected.
As a company, we are fast-paced, dynamic and ever-changing. We have demanding internal stakeholders that are sometimes resistant to change. On the other hand. We have high standards and ambitious targets on the potential of hires. Diversity and inclusion is a hot topic here too. It’s our company ethos to do things better where we can.
Like many other companies, we are also on a digital transformation. Looking at our internal processes that can be converted into a digital experience. Bringing huge time, effort and resource savings. In the current recruitment landscape, what matters is the unmatched candidate experience that you can deliver. You have no choice but to build a better understanding of your business. Articulating your unique value proposition to your candidates. To be able to do this, we needed more time to plan our hiring activities. With data to support the right investment/recruitment plan.
From a data collection perspective, we weren’t in a bad place. We were tracking headcount actuals, target variance, attrition and growth by business unit.
Our forecasting process was driven by the resourcing function. With the functionally aligned HRBP’s. All captured in excel. So you can imagine the sheer number of excel docs. Being distributed, chased and collated. Not to mention the different ways people would submit the information. This caused us challenges with the accuracy and quality of the information. Whilst excel didn’t cost us anything. The time spent on arriving at the right set of data/information was a huge hidden cost.
We’ve invited our hiring managers / HRBPs to take an active role in the strategic workforce planning. To adapt to the changes in the candidate landscape. You’ll be surprised by how much the business will want to share their teams’ strategy when they understand how it will affect their productivity! They have realised how vital it is to be able to review this information together. Which in turn reduces the time it takes to recruit. Allowing us to start attracting a higher caliber of talent into our organisation. Whilst being more cost-efficient. Win-Win!
Digitalising our process gave us a chance to decide which data points we needed. We decided to refine and start gathering information on ‘known’ leaver data. Mat/Pat leavers, resignations, retirees, promotions, internal mobility, and early careers. This allowed us to analyse the ‘unknown’ (general attrition) vs what was known and coming down the pipeline. Where we anticipate losing a key skill. And build a proactive plan to buy or build that skill. Foresight gave us a fantastic opportunity to build the pace and insight that enabled us to transform our recruitment function.
The Results For Me
Started at an 80% completion rate. Through refinement currently standing a 98% completion rate. This was achieved by constantly looking at what we asked and how. Making the journey as easy as possible. It’s easy to fall into the trap of waiting until we had the perfect process before starting. Just start.
We are now capturing a rolling plan in excess of 2,500 hires in granular detail. Meaning our recruitment performance is finally proactive!
A strong talent pipeline
The recruitment team and business inter-connected. Enabling us to build credibility as a trusted partner.
Did we get it 100% right the first time? No. It’s a case of starting, refining and refreshing. The data that comes back is extraordinary!
An understanding of the strategy to build/buy a specific skill.
Reduced time to hire by 48%
Reduced CPH of 39% from sourcing candidates directly
Being strategic in building the attraction plans with targeted ad spend.
Clear D&I acceleration plans.
Yes! You have an opportunity to transform the way you work in recruitment. No-one will fix this for you. Think about what you can achieve by adopting this mindset. It’s easier than you think. The results and strategic conversations that can be had off the back of this are incredible.
Group Resourcing Manager, Vodafone