At the Adidas Group I am tasked with leading the Talent Acquisition Futures team. We are relentless seekers & builders of innovations that make us awesome at recruiting. We are trend spotters in the areas of digital, UX, social, design, big data, recruiting excellence. We bring recruiting innovation in the areas of recruiting process design, ERP, CRM, digital, analytics, systems, decision science, communications, community management, and employer branding. Our focus comes obsessively from our candidates & our customers, spanning the adidas Group globally and across brands, adidas, Reebok, TaylorMade and CCM Hockey.
Prior to adidas I spent almost seven years at Waggener Edstrom Worldwide. My role was to develop and implement integrated strategies to attract key talent. I served as a digital “trend spotter” for the agency’s staffing function as well as played a key role in advancing our talent relationship capabilities with CRM and Web 2.0/social networking strategies. In my previous role at Waggener Edstrom I managed the recruitment function for our PR teams supporting key clients including Microsoft, AMD, T-Mobile, GE, SAP as well as a host of bio-tech start-up businesses.
I spent the first two years of my career on the agency side. The volume and intensity of agency recruitment laid the foundation for where I am today.
Mobility opportunities and internal hiring are a key factor to aid employee retention, as well as attracting and engaging the next generation of employees: 71% of millennials say they want and expect an overseas assignment during their careers. (Pwc, 2015). Organizations will need to move and deploy talent quickly and find ways to overcome external challenges such as tax, social security and immigration requirements. Recruiting strategies will need to be more sophisticated to manage growing deployment and relocation demands, and at the same time handle different needs and expectations of four generations of workers – baby boomers, generation X, millenials and generation Z. Currently, most internal hiring occurs on a case-by-case basis with very few organized programs in place.
Topics to be discussed include:
Strategies to define the best programs for internal recruiting and mobility, to boost your retention rates
Aligning global sourcing and deployment with wider business strategy
Leveraging the role of technology to support global working arrangements
Designing a well-defined program for advancement opportunities and lateral opportunities
Integrating mobile opportunities into your employee value proposition for Millennials
An explosion of business growth potential in emerging markets and increasing competition is requiring talent leaders to be agile and proactive, sourcing talent from diverse pools. Managing a global talent acquisition team effectively is essential for the success of the organization on a global scale. Successfully hiring the candidates that are the best match for the job and ensuring onboarding satisfaction are essential not only to meet urgent business needs but will also aid in employee retention later on the talent cycle. Challenges leaders face when managing a global recruiting team – whether it’s comprised of HR business partners or internal employees - range from ensuring consistency in key performance indicators, handling cultural diversity and allocating resources effectively.
Join this session to learn how Adidas is building out and successfully managing a 200 person recruiting organization in 50 countries (supporting 100 ) countries:
•The pillars of talent acquisition: candidate experience, internal recruiting and excellence
•Developing & implementing proactive global requisition models, talent pools, talent communities, referral programs, sourcing passive talent
•Aligning TA to mirror business units & implementing sourcing model globally
•Internal recruiting with deployment opportunities
•Implementing accurate metrics and dashboards to ensure goals are being achieved and resources are being allocated correctly