Talent Management –
Keeping yourself relevant in a changing
environment !
Fiona McCarthy – Exec HR Director- Global Business Partner
Mairead Murphy – TA leader – Dell Limerick
Agenda
Dell
Global Transformation
Dell Ireland
Talent Acquisition
Direct Recruitment Model
Social Media
CV Preparation
Talent Management
Leadership Competencies
Dell Finance Programs
Human Resources
Dell Global – Who we are
3
No. 3
worldwide with
Q2 growth of
22% year on
year
103,000
103,000
employees
around the
world
Fortune
100
$15.5
billion
Revenue for Q2
was $15.5
billion
Every Fortune
100 company
does business
with Dell.
Delivering technology
solutions that enable
people everywhere
to grow and thrive
Dell Confidential
We offer our customers bestin-class solutions that are
simultaneously open, capable
and affordable.
Dell today
“Technology has
always been about
enabling human
potential.”
-Michael Dell
Industry trends
3 billion
people will connect
electronically via
mobile or Internet
technology by 2014
$$$$$$$$$$$$$
$$$$$$$$$$$$$
$$$$$$$$$$$$$
$$$
$73 billion
worldwide spending
on Cloud Services
by 2015
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$
$$$$$$
2x
IDC estimates that the
Digital Universe will
double every 18 months
44x
By 2020, the Digital
Universe will be 35ZB 44 times as big as it
was in 2009
$420 billion
2011 IT spending in
emerging markets –
an increase of 10.4%
over 2010
Dell Today
Our growth strategy
Solutions that drive efficiency and flexibility for the virtual era
Efficient IT Solutions
End-User
Computing
Enterprise
Next Gen Computing Solutions
& Intelligent Data Management
 Virtualization
 vStart
 AIM Systems Management
 Modular Data Centers
 Networking Fluid Data Architecture
 SAN & Scale-out NAS
 Deduplication
Services,
Security
& Cloud
 Multi-vendor
support
 BPO &
applications
 IT infrastructure
outsourcing
 Security & cloud
 ITaaS, SaaS, PaaS
End-User
Computing
 Flexible & optimized
value chain
 Mobility solutions
 Tablets &
smartphones
 Desktop
Virtualization
What people are saying
What is the Dell difference?
To me, one of the big ones
is that Dell’s approach is
pragmatic and personalized.
Dell’s extended ProSupport to competitors
is a testament of its solutions focus—avoid
protectionism and do what’s best for customers.
Greg Richardson of TBR
We get it, it’s not the old
Dell. It’s about Solutions.
Dell has a strategic
advantage starting
in the mid-market.
It’s a huge market
and Dell has trusted
advisor status.
Bill Rust, Gartner
Michele Caminos, APAC, Gartner
Laurie McCabe, SMB Group
Dell execs are doing
a great job linking
the company’s
traditional/future
markets and
investments with
strategies for growth.
Charles King, Pund-IT
My big takeaway…is that
Dell’s recent success is largely
the result of Dell focusing
on being a better Dell.
Rob Enderle, in IT Business Edge
Dell Limerick - Transformation
Then
Manufacturing Site - supplied
hardware to EMEA customers for 18
years
Now
A Strategic Hub for Dell: aligning with
the company’s future strategies
through Solutions and Services
capabilities, Global Operations
execution, Customer Engagement
and Inspiring Leadership.
How We Transformed
Changing Work
We focused on changing our
thinking: leveraging company
change, taking customer view,
building our new brand and
developing inspired leadership
Regional
Global
Physical
Virtual
Functional
Cross Functional
Vertical Knowledge
End to End Knowledge
Campus/Functional
Individual/Global
Passive Leadership
Inspired Leadership
Internal CE View
NPS Customer View
Random Interactions
Cadence
My Change
Our Change
Live the
Brand
Inspiring
Leaders
Connecting
with our
Customers
Human Resources
DELL Ireland 2011 – Our Businesses
Dell Services
•
•
•
LIMERICK
•
•
•
•
•
Solutions Portfolio
Management
Infrastructure
Managed Services,
EMEA
IT Applications
Support
Applications
Development &
Support
Operations &
Technology
•
•
•
Global Supply
Chain Operations
Global
Procurement
Strategy and
Program
Management
•
•
•
•
•
•
•
Sales Process ReEngineering
Global Software &
Peripherals
IPS Engineering
•
•
•
•
•
•
Service Delivery
Management
Global Modular
Support SaaS
EMEA Take Back
Team
Services Training &
Development
Dell EMEA Commercial
Sales
•
•
Global Operations
Engineering
Supply Chain
Design
EMEA Logistics
PG Client
Development
Business/Sales
Operations
Global Finance
Legal Affairs
Human Resources
•
•
•
•
Other Teams
•
Cloud R&D Centre
Global Support
Services Operations
Technical Account
Management
•
•
CSMB Pan EMEA
Sales
UK Ireland Medium
Business
UK Large
Enterprise/Corp
EMEA LE Sales
Operations
•
•
•
Ireland Public Large
Enterprise
UKI Partner Direct
EMEA OEM Sales
(multilingual team)
Other Teams
•
•
EMEA Marketing
EMEA Finance
•
Human Resources
Human Resources
CHERRYWOOD
DELL Solution
Centre
Global Command
Centre
Service Quality &
Engineering
Service Parts &
Logistics, EMEA
Configuration
Services
•
Dell Services
Dell Limerick - Evolution
2011 – Limerick evolving as Multi-functional
Global Business Centre of Excellence
2009 – Limerick ceases Manufacturing and is
Established as Global HQ for Ops & Engineering
2001-5 – DELL establishes Solutions Innovation
Centre and Command Centre
2001 – DELL opens EMF3, achieves Best-in-class
Productivity and transformation cost
1991 – Establishes the EMEA Service Parts
operation in Limerick
1991 – DELL launches Manufacturing Operations
in Limerick building Notebooks and Desktops
Human Resources
Dell Ireland Finance – 120+ Employees
Variety of Finance Disciplines
Accounting
•
•
•
•
EMEA Services
EMEA Statutory
Global SKU Governance
Corporate Governance
Global Ops
Services
• Controllership
• Financial Planning &
Analysis (FP&A)
• Business Controls
Other
• Controllership of Global
Logistics and
Operations/ ODM
• Audit, Payroll, Tax, DFS
• Facilities Controllership
• Sales BU Controllership
• Business Operations
Controllership and FP&A
Human Resources
Getting out there !
Talent Acquisition – Changing environment
Recruitment
Recruitment
Practice
Practice
Changes
Changes
Moving away from reliance on agencies
MovingDirect
away from
reliance on
agencies
towards
Recruitment
Model
towards Direct Recruitment Model
Dell EMEA Sourcing Hub in Cherrywood
Dell EMEA Sourcing Hub in Cherrywood
Cost
effectivetotoinvest
investinininternal
internalresourcing
resourcing
Cost
effective
Social
Media
becomingthe
themost
mostpopular
popular
Social
Media
is is
becoming
methodofofsourcing
sourcing candidates
candidates and
and Linkedin
Linkedin is
method
is the
most
widely
used
tool.
the
most
widely
used
tool.
Companiesare
areoperating
operatingaamore
moreflexible
flexible
Companies
resourcing
model
resourcing
model
Limitedcompany
companyindependent
independentcontractors
contractors
Limited
Fixed
term
employees
Fixed
term
employees
Outsourcingspecific
specificfunctions
functions
Outsourcing
“Withrecruitment
recruitment costs
costs being
in,in,
“With
beingtightly
tightlyreigned
reigned
organisationsare
arereducing
reducing their
their reliance
organisations
relianceon
on
recruitment
agencies,
with
more
expecting
use
recruitment agencies, with more expectingtoto
use
new
media/technology
to
recruit
now
(49%)
new media/technology to recruit now (50%)
comparedtoto2009
2009 (30%)”
(31%)” - CIPD
compared
“CIPD”
Quarterly Strategy Forum
Evolution of
Sourcing Candidates
Social
Media
Social Media has brought about a
fundamental change in the channels
in which we communicate.
From
To
It gives employers and prospective
candidates another avenue to
connect, network and scope out
potential employment opportunities.
It allows organisations to target
specific candidate pools, with
defined skillsets, which in turn can
save time and resources.
www.dell.ie/careers
No longer about “should I use social
networks”; now you can’t afford NOT
to use social networks.
Employee Referrals
Dell has recently appointed a Social
Media Advisor for Recruitment in
each of it’s major regions
Career Fairs: University Career Fairs &
Industry Career Expo’s
Human Resources
Recruiting passive candidates is the
leading strategy for competing against
other employers
Referrals, direct sourcing and social
networks are the top rated external
sources for quality candidates.
Dell Direct
Recruitment
Model
@ Dell - Social Media
65% of recruitment is now done through
social media platforms including LinkedIn,
Facebook and Twitter
40% increase of social media hires YoY
LinkedIn helped attract almost 1000 new
hires. 150,000 followers – Dell globally
Investing $1.6 million in LinkedIn globally
Employee Referrals
More than 26,000 applicants referred
by team members last year (+13% YoY)
Quarterly Strategy Forum
LinkedIn is…
Intuitive and easy to use
Employers target professionals
Excellent search capability
120+ million members in 200+
countries – 6m new members per
month
Linkedin is the No. 1 direct sourcing
tool for Dell recruiters in Ireland
89% of companies hiring in 2011 use
social networks for recruiting, of this
group 87% use LinkedIn
55% of hiring companies plan to
invest more in social recruiting; only
17% will spend more on job boards
and 31% will even spend less on job
boards
Global Marketing
LinkedIn Profile – Michael Dell
18
Human Resources
Facebook
Fastest growing online site of all time
Currently over 800m members - (huge potential for
recruitment)
Individuals expect companies to have a presence on
social media sites such as Facebook
Dell has 3 Regional Careers Pages – Americas, EMEA
& APJ
Two way street - use the pages to post jobs, interact
with followers, push out relevant information
54% of jobseekers are more likely to apply for a job at
a company after becoming a fan or following the
company on social media
Human Resources
40% of companies use all three top networks –
LinkedIn, Facebook and Twitter
Twitter processing 230m tweets a day, this has
increased by over 100% since the beginning of
2011
100m active profiles with an expected increase
of 26m by year end
83% European Companies have a Twitter
account
Dell is investing resources to tap into this huge
database of potential candidates:
@CareersAtDell and @DelljobsHuman Resources
CV – Key Features
•Clear
. contact details - email address and mobile
phone number
Skills summary - 6 to 7 lines of a synopsis of your
career to date
Career History - in chronological order including
employer, job title, dates of employment
Education History/Qualifications - in
chronological order only including professional or
relevant qualifications
Interests - limit to 4 max with at least one related
to career
Tailor your CV for each job application to reflect
the requirements of the particular job
Human Resources
CV – Do’s & Don’ts
DO
DON’T
Triple check spelling,
grammar and punctuation
Use decorative fonts or pictures
Ask someone to proof read
Include Junior and Leaving Cert
results
Study the job specification
when editing your CV
Sell yourself
Use bullet points
Be cognizant of use of
appropriate verbs (.ie
managed, lead, created,
maintained, etc)
Use company specific
acronyms
Include long wordy sentences
Don’t leave unexplained gaps
(ie. travelling, personal
assignments, etc)
Human Resources
Networking
Networking
Choose the Correct Event
Select
appropriate
to your business
A powerful
wayevent
of building
professional
relationships - process of actively fostering
contacts and creating mutually beneficial ways to
Target
People and
Identify Opportunities
collect
and distribute
information.
Individuals
groups
Internal Open
Network
is critically important, most
Closed
groups
leadership
and promotion
decisions require buy in
of a number of stakeholders.
HowApproach
to Network
Eye contact, smile,
IdentifyIntroduction,
potential sources for your network:
Handshake
1x1’s, social events, networking events,
professional development groups, seminars,
business associates, customers
Ask Open Questions
asking neutral questions,
DevelopBegin
a plan:
Don’tKnow
sell what you want, define your
Clear:
needs
Concise: Simple and easy to understand
Follow Up
Engage:
Handshake, mannerisms, eye
contact
Quarterly Strategy Forum
Relatable: Stay conversant
Heading in the right
Direction
Create comprehensive Linkedin profile, keep it up to date and
connect with recruiters in your preferred companies
Review and tailor your CV
Network through business networking groups, social media
groups, university alumni and ex-colleagues
Set up meetings with a well researched select number of
Recruitment Agencies
Subscribe to industry specific Publications
Quarterly Strategy Forum
Talent Management –
How relevant are you?
Excel
26
CUSTOMER FIRST
Act with the customer in mind
Integrity &
Ethics
PERSONAL EFFECTIVENESS
Listen, take ownership, be a role model, grow and learn
ENGAGE OTHERS
Provide direction, development and inspiration
INCLUSIVE
Think globally, value diversity, collaborate and consider
the impact
DECIDE
Be courageous, contribute, provide/solicit input, take
action
SIMPLIFY
Focus on what matters most, keep things streamlined
and effective
DRIVE STRATEGY
Know the business, look ahead, plan for the future
INNOVATE
Be creative, take smart risks, continuously improve
Tickets to Entry
Execute
Engage
Dell Leadership Competencies
Intellectual
Capacity
Adaptable
Drive for
Results
Human Resources
Human Resources
Finance Development Program
Dell’s two-year Finance Development Program gives
entry-level undergraduates an opportunity to launch
their Finance careers.
Program consists of four different six-month global
finance rotational assignments and a significant
academic focus to build solid finance and business
skills
Year 1 in Bratislava, Slovakia and Year 2 in any EMEA
Dell Finance Campus.
Development Benefits:
Networking and exposure to executive leadership and
pairing with seasoned mentors
Development sessions and workshops
Robust performance feedback and career
Development planning
Human Resources
Finance Rotation Program
3 Year Process
• Primarily On the Job
• Breadth of finance
experience
• 3 – 12 month rotations
• VP and Director mentor
• Broad and deep
networking opportunities
• Supplemented
development/training
offerings
Participant Benefits
Org. Benefits
• Enhanced Skill portfolio
development
• Technical skill learnings
and opportunities to
improve/design
• Gain broad experiences
in a short period of time
• Builds a strong executive,
advocacy network for
future positions and
advancement
• Builds a stronger talent
Pipeline for future leaders
• Broad application
understanding of Finance
Tools
• Provides spokesmen for
Finance brand both
internally and externally
• Recruiting advantage for
Finance
Human Resources
Cost Locations and Roles in Dell, EMEA
Low-Cost
Mid-Cost
High-Cost
Location
Location
Location
Bratislava
Limerick
Bracknell, London
Casablanca
Glasgow
Amsterdam
Roles
Roles
Statutory Accountant
Global Reporting
Accounts Payable
T&E
Business Control Manager
Corporate Governance
Global Senior Manager
Executive Roles
Human Resources
Finance Development Panels
A series of Panel Interviews held with Leaders
Candidates asked series of questions on Individual Development Panel and
Dell Leadership Competencies
Customised development feedback report that can be used in conjunction
with other data sources to craft/update a focused development plan
Feedback available to management chain and HR in order to drive
developmental discussions
Benefits of Development Panels:
•
•
•
•
•
Creates awareness of strengths and development areas
Provides visibility to and feedback from broad group of senior leaders
Provides feedback and tips on what to Stop, Start & Continue
Builds expertise in behavioural interviewing skills
Provides forum for Leaders to discuss talent and plan developmental moves
Human Resources
Leadership is about deciding to...
Take ACTION
Lead for IMPACT vs. just making an
impression
Have real INFLUENCE with your teams to
be someone that others want to follow
Recognize that influence comes
from CREDIBILITY, credibility
leads to influence.
32
Dell
Human Resources
Thank you