HRO Today Global Winter 2018 - 11

Cover Story
it's a must. It does wonders for an employer brand. In
terms of our internal stakeholders, engaging them in the
process from start to finish is important and ensures a
partnership that is based on a mutual vision and goals for
everything we do. This in turn creates internal recruiting
champions and brand ambassadors, who become an
extension of our talent acquisition function and another
source through which to communicate our unique selling
points to top talent.
HROTG: How have your recruitment practices changed in
order to attract the best talent?
Domiter: We monitor, mold, and modify our employer
brand to represent what we have to offer and why
candidates should join our team. A customer-centric
approach to recruitment and onboarding has shaped
the new digital landscape. This year, we have seen our
LinkedIn presence grow significantly, reaching the key
milestone of 13,000 followers, highlighting how LinkedIn
users are engaging with our content. These followers are
relevant because we've seen an exponential rise in career
page visits and a significant increase in new hires from
LinkedIn. Our CEO and his leadership team visit university
campuses each year, not only for recruitment events, but
also to put Atlantic Grupa on the academic map. We have
participated in over 10 different types of conferences,
panel discussions, and business events aimed at assembling
all types and levels of professionals coming from a wide
circle of industries.
Our goal is to further grow our employer brand through
our employees as ambassadors, and to help strengthen
our sourcing efforts through networking. Our culture
encourages employees to be talent scouts. We reward
employees for attracting talent, and this motivates others
to do the same.
Gonzalez: We are working on developing new
collaboration agreements with universities and technical
schools in order to attract new and young talent in
software programming and IT. We are also leveraging
employer branding not just as marketing approach, but
through our employees and stakeholders as ambassadors.
Stephenson: Our approach is having an in-house
resourcing team managing the bulk of our vacancies and
our relationships with third-party providers. We also
provide a direct link from our careers site to Glassdoor so
candidates can see what the company is really like. This,
along with our accreditations from the Top Employers
Institute, allows us to access the very best people.
Ahrens: Back in 2015, we launched a marketing campaign
that runs across all of talent acquisition and embodies
not only Morgan Stanley's culture and values, but also
offers talent multiple ways to connect to with us, our
brand, and people. The campaign-What Will You
Create?-runs across print, digital, and social channels,
including Snapchat, Instagram, and Facebook. We
have also introduced strength-based interviewing to
replace traditional competency-based recruiting. This
has positively impacted our candidate experience as the
theory behind strength-based interviewing is based on
positive psychology: Everyone has strengths they are born
with and by identifying someone's strengths and matching
them to a role, they will enjoy it more and perform better.
The process identifies successful candidates who are likely
to be better performers as they are built for the role
rather than adapting to fit the role. We also have a robust
applicant tracking system that enables us to engage and
communicate with applicants throughout the selection
process, provide feedback throughout all stages, and make
applying to Morgan Stanley quick and easy.
HROTG: How is your organisation preparing for the GDPR?
Domiter: Atlantic Grupa always had high standards when
it comes to personal data protection. However, in order
to implement a truly successful GDPR compliance strategy,
we have established an internal multidisciplinary project
team whose main aim is to ensure full harmonisation
with new obligations covering all stakeholders as well as
all business functions. Currently the team is completing
a GAP analysis and is revising internal procedures and
regulations. I believe that a fundamental success factor for
achieving GDPR readiness goals is continuous engagement
and education of key business stakeholders backed up
with appropriate organisational measures and tools. This
is what the project team will focus on in the upcoming
months.
Gonzalez: We are working in compliance programmes
and adapting GPDR with partners who are providing
support in security, IT, and privacy. Through an audit,
we are analysing processes, technology, procedures, and
practices we need to adapt. We have developed a plan
to adapt before May 2018 to meet the requirements of
GPDR. Our board of directors, an audit commission, and a
steering committee are actively involved and committed.
In December 2018, we will do another audit.
WINTER 2018 | www.hroglobal.com
[11]
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HRO Today Global Winter 2018

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