HRO Today Global Summer 2017 - 26

Talent Acquisition
Outside of the normal metrics, Faust recalls one unique
discovery that was made within the data. Reports were able
to provide a clear picture of what sources were valuable in
terms of hiring and which ones were coming up short. In
fact, Faust says social platforms were initially not showing
the outcomes that were expected, whilst the internal
referral programme was much more fruitful than hoped for.
" This was a real eye-opener, " says Faust. " Our working
assumption was that nowadays, in the modern world,
social platforms would work. But there are so many
profiles with no pre-selection. It's a question of the
amount of effort you want to put in to digest all the
different applications. It was surprisingly ineffective. "
This is a great example that shows data doing what it can
do best-helping an organisation change its investment
strategy. The company reduced its investment in job
boards and put that money to more effective use.
" The talent acquisition function is to get talent into the
business with the right skill, at the right time, " explains
Hutt. " Metrics and common process allows that. The
science and technology company uses metrics and analytics
to do workforce planning and drive a stronger message to
market. "
Talent Pools
A current talent management initiative for Merck KGaA,
Darmstadt, Germany, is leveraging global talent pools
and internal mobility programmes. " We are looking to
achieve more here, " says Faust. " We want to invest more
in the mid-level hires because within our global talent
tool, we can source from everywhere. "
Being in 70 countries is challenging, but also an area for
growth. The company has so much talent within its global
footprint-leveraging it through succession planning is
a focus for the future. " It has lots of potential, especially
with internal mobility, " says Faust. But the process of
moving employees from different countries for vertical
growth is something the organisation is fine-tuning.
On the external hiring side, Faust points out that
Randstad Sourceright excels at leveraging the talent pool
of non-managerial positions to the benefit of Merck
KGaA, Darmstadt, Germany.
Total Talent Management
Merck KGaA, Darmstadt, Germany, has also invested
[26]
HRO TODAY GLOBAL | SUMMER 2017
Data, reporting, and
analtyics helped the
organisation change
its investment
strategy for landing
top talent. The
company reallocated
funds previously
used for job boards
into more lucrative
programmes such as
internal mobility.
in Randstad Sourceright's managed services provider
(MSP) programme for the management of some of
its contingent labour. Compared to 10 years ago, the
make-up of the workforce is a very different one, and
as Faust says, the definition of worker types is becoming
more and more blurred. By working toward a total
talent management programme, the company has more
flexibility in finding the right person for the right period
or for the right position.
" Having one view on the workforce is key to reducing
barriers between permanent and temporary workers, "
Faust says.
Through the recent changes, Faust has a much clearer
picture of the global workforce. A hybrid approach
to recruitment, one that combines both internal and
external resources, allows Faust and his team to drive
business strategy.

HRO Today Global Summer 2017

Table of Contents for the Digital Edition of HRO Today Global Summer 2017

HRO Today Global Summer 2017 - 1
HRO Today Global Summer 2017 - 2
HRO Today Global Summer 2017 - 3
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HRO Today Global Summer 2017 - 40
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