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SMA Presentation

SMA Presentation. Jeff Scolnick Director Global Talent Acquisition. Agenda. Quick Eaton Overview History of Eaton’s Talent Acquisition Center Recruiter Development / Career Paths for Recruiters FYI: (Used interchangeably at Eaton) Staffing Talent Acquisition Recruiting Staffing

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  1. SMA Presentation Jeff Scolnick Director Global Talent Acquisition

  2. Agenda • Quick Eaton Overview • History of Eaton’s Talent Acquisition Center • Recruiter Development / Career Paths for Recruiters FYI: (Used interchangeably at Eaton) Staffing Talent Acquisition Recruiting Staffing Talent Acquisition Recruiting

  3. Eaton Corporation - Year 2000 • Sales $8.4 billion • People 63,000 • Business Mix (sales): • Automotive (23%) • Electrical (25%) • Fluid Power (33%) • Truck (20%) • Oscar Winners: • Gladiator • Russell Crowe, Gladiator • Julia Roberts, Erin Brockovich

  4. Talent Acquisition Vision / Concept - 2000 The Eaton Staffing Center is designed to enable the Automotive Group to successfully attract professional level team members. Mission: To provide high quality external candidates for hire Benefits: Reduce cost-per-hire Increased quality and quantity of candidates Shortened recruiting cycles and time to fill Creation of a true business partnership between recruiting and operating groups Increased offer to accept ratio Improve Diversity hiring

  5. Staffing Center – Year 2000 – Baby Steps What is my career path?

  6. Eaton Corporation – Year 2008 Eaton 2008 • Sales $15 billion • People 80,000 • 55-60% Revenue outside US • Business Mix (sales): • Automotive (10%) • Electrical (50%) • Fluid Power (25%) • Truck (15%) • Oscar Winners: • The Departed • Forest Whitaker, The Last King of Scotland • Helen Mirren, The Queen

  7. 2000 vs. 2008 Comparison Eaton 2000 Sales $8.4 billion People 63,000 Large US Based Revenue Business Mix (sales): Automotive (23%) Electrical (25%) Fluid Power (33%) Truck (20%) Oscar Winners: Gladiator Russell Crowe, Gladiator Julia Roberts, Erin Brockovich Eaton 2008 Sales $15 billion People 80,000 55-60% Revenue outside US Business Mix (sales): Automotive (10%) Electrical (50%) Fluid Power (25%) Truck (15%) Oscar Winners: The Departed Forest Whitaker, The Last King of Scotland Helen Mirren, The Queen

  8. History of the Talent Acquisition Center • The concept was to develop a hybrid centralized recruitment function with the following goals: • 1) improving cost per hire, • 2) increasing the diversity hire ratio, • 3) reducing the time to fill positions and • 4) provide a resource that could team with the field to identify and attract the best talent available • The program was piloted with the Automotive Group in 2000 • WHQ was added Q1 - 2001 • Truck and Fluid Power added in Q1 - 2002 • In January of 2003, Eaton Electrical came on board • 2004 the Recruitment Group went Global supporting Europe and China • 2006 hired recruiters to service India • 2007 hired recruiters to service Latin America • Over an 8 year period of time the department has grown from a small, 2 person pilot to a 48 person team now servicing North America, Europe, Asia and Latin America

  9. Talent Acquisition Center Vision - 2008 Our Vision for “How the organization thinks of TAC”: To be recognized as a consultative partner, who builds Eaton’s global organizational capability by utilizing best-in-class talent acquisition practices that result in attracting top talent while providing an exceptional experience for both internal clients and all candidates. Value Add TAC provides: • Through the use of multiple recruitment channels and the synergy of working on like positions, the Talent Acquisition Center is able to find high quality candidates quickly and at a lower cost for the company. • Through continuous utilization of diversity recruitment resources the Talent Acquisition Center attracts and presents a diverse slate of candidates to our hiring teams. • Through standardized best practices and a commitment to service excellence, the Talent Acquisition Center is committed to providing Clients and Candidates a professional, positve recruitment experience.

  10. Talent Acquisition Consultants by Region EMEA 2008 North America 4 TA Consultant 16 TA Consultants 3 Exec TA Consultants 2 Sourcers 9 TA Consultants Latin America 16 TA Consultants – India 6 TA Consultants – China Asia Pacific

  11. Size & Scope of Eaton TAC • Fill experienced professional level openings • External candidate generation (facilitate internal process) • US Canada 1,500 hires / year (50% internal) • Asia (India / China) – 500 hires / year (external) • Latin America – 300 hires / year (external) • Europe 100k+ - 25 hires all external • Measure: Time-to-fill, Cost-per-hire, Diversity, Quality of Hire, Client Satisfaction, etc...

  12. Recruiter Development / Career Paths

  13. Development / Career Path Challenges • Flat organizational chart • Skills are not transferable outside department • Recruiters typically do not have applicable business experience previous to recruiting • Others from the audience....

  14. Why Development / Why Career Paths • Recruitment / attraction feature (People want to grow their careers) • Tough to find skill set (recruiter vs. account manager vs. whole package) • Changing Function (recruiter, consultant, talent mgr) • Turnover / Retention (Burnout factor, hot market for talented recruiters) • Raising the bar – continuous improvement (more efficient with less) • Other reasons from the audience....

  15. Resources, Infrastructure & Direction Before we can grow people, we must give them the proper resources and infrastructure to be successful. The keys to Eaton turning around the TAC function have been: • LEADERSHIP SUPPORT • Structure / Specialization • Standardization of practice • Right sized the team (added resources based on req’s per desk) • Provided tools, ATS, Infogist, sourcing, etc... • Created fun, participative, learning environment • Managers willing to LISTEN to what their people want / need • Provided on-going feedback / training: customer service, consultancy, etc... • Vision – one direction, one set of goals

  16. Ways to Create Development Opportunities • Structure of the Recruitment Organization – build in Development / Growth - specialization • Hire recruiters with non-traditional experience (no experience, HR experience, Supply Chain experience, Marketing experience, Finance experience) – OK to promote them out of the department – you will now have champions in the field • Identify competencies that are applicable now and transferable later

  17. Traditional Path..... Recruiting Manager Senior Recruiter Recruiter Sourcing Associate Intern

  18. Beginning to Create Career Paths Recruiting Center – Year 2003 Recruiting Center – Year 2004 Added Executive Search Function

  19. New Structure and Roles - Year 2006 (USA Only) Team Leader Roles Sourcing Function Functional Recruiting

  20. Talent Acquisition Center - Year 2008 (USA Only)

  21. Global Talent Acquisition Center - 2008

  22. Performance Management APEX

  23. Individual Contributor Competencies Functional Competencies These have been selected for recruiters to compliment other ones: • Customer Focus • Time Management • Process Management • Presentation Skills • Listening Individual Contributor Competencies All non-managerial employees are measured on these: • Makes Decisions / Solves Problems • Drive for Results • Promotes & Champions Change • Pursues Personal Development • Demonstrates a Collaborative Style

  24. Keys To Success (as a recruiter) Passion Pride Sense of Urgency Results Oriented Service Excellence Knowledgeable (recruitment and the business) Consultative Teamwork Proactive Can-do Spirit Accountability Continuous Improvement For Talent Acquisition Consultants to be successful, they must possess and demonstrate the following behaviors and traits.

  25. Employee Development is a Partnership Focused on an employee’s: Current skills / performance Future aspirations Skill gaps Requires: Open communication Managers must have a Company mindset Managers must allow people to succeed / fail

  26. Talent Acquisition Center Projects New Employee Referral Program Employer Branding India based Sourcing for Talent Pipeline Candidate Experience Survey Job posting with string Workforce Planning/Forecasting HR Toolbox / Webcontent Outreach process for newly hired people Quality / Performance follow-up calls Recruiting Roundtable Research / Benchmarking Develop Course for Eaton University Target 50 list generation / validation Eaton Acronym Guide External Job Posting / E-Req Revision Diversity Resources Career Fair Evaluation Military Recruitment Channel

  27. Coaching / Development Opportunities • Interview Process (gives you a development plan) • Weekly Group Meetings • Weekly Team Meetings • Recruiter Week with Manager • Quarterly Metrics Review • Informal Chat with Director • Formal Midyear Review • Annual Review • Annual Employee Survey • Brain Storming Sessions • Project Participation

  28. Recruiter Career Paths

  29. Contact Information Jeff Scolnick Director Global Talent Acquisition 216-523-4665 jeffscolnick@eaton.com

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