For over 40 years, we have helped organisations accelerate business performance by finding the best talent needed today while also helping them anticipate future talent demands in a complex and unpredictable environment.
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State Government (MSP)
Strategic communication and a superior change management strategy supported MSP success for this Government Department.Client ChallengeThis State Government Department set out to select a qualified provider to implement and operate a Managed Service Program under the Government’s Contingent Labour Central contract. This would be a new model for the Department who recognised that success hinged on effective change management.SolutionManpowerGroup Talent Solutions was selected and led the implementation effort, creating a Program Management and Implementation Team that worked in collaboration with the Department and the chosen Vendor Management System (VMS) stakeholders. Initially, we gained an understanding of how the Department previously engaged and managed its contingent labour. As a result of our findings, the team developed a “Future State” business process aligned to our recommended best practices. Upon approval of the Future State processes, significant work was performed across all project streams, with a focus on change management and communications - given that the Managed Service Provider (MSP) model was a new concept to the Client community. As part of the Communication and Change Management Plan, 28 training sessions were conducted for all suppliers, hiring managers, and contractors. This was done to ensure that all program stakeholders were familiar with the new process, comfortable with the VMS application, and aware of the program prior to launch. When the implementation began, the Department estimated they had approximately 600 contingent workers within the business. However, within six weeks of go-live, nearly 1,100 registered contractors were active in the program, making this the largest cluster within government currently using an MSP model.Results$11.8M in approved spend processed through the program in the first six weeks700 contractors loaded into the VMS as part of initial program launch1,100 active contractors loaded to the VMS in the first six weeks500 Client hiring managers actively using the VMS70 suppliers actively transacting through the VMSOver 1,700 emails and 900 calls processed in the first month
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State Government Utilities & Infrastructure (RPO)
From costly and time consuming to efficient and cost effective with significant brand reach. A story of RPO success.Client ChallengeThis State Government owned utilities corporation operated a recruitment model involving excessive low value activities that were costly and time consuming for their talent acquisition team. There was a lack of visibility and control of recruitment processes across the hiring program, and limited engagement with the employment market. This impacted access to readily available top talent for their workforce.Key challenges included:Limited brand awareness within the employment marketLack of engagement with current technological platforms to streamline the recruitment solutionLimited success using traditional candidate sourcing strategiesIntensive administration tasks preventing Hiring Managers from driving quality outcomes for the organisationHeavy reliance on Agency fulfilling recruitment requirements meant an increase in cost per hire In their endeavour to overcome these challenges, this client opted to outsource their white and blue collar permanent recruitment.ManpowerGroup Talent Solutions was selected to implement an onsite team to manage a full Recruitment Process Outsourcing (RPO) Solution. This successful partnership began in 2017 and continues today.SolutionFirstly, we introduced an innovative multi-channel recruitment marketing and sourcing strategy via LiveHire, a talent community platform with AI capability. Implementing LiveHire enabled the client to integrate the Internet of Things (IoT) and plug into all sourcing channels to build a ‘total talent pool’. The employer branded Talent Community has become the single, private destination of talent to source and attract diverse talent aligned to their purpose and culture. Secondly, our recruitment strategy transformation coincided with their technology transformation allowing us to showcase our true RPO capabilities, by planning, implementing and ultimately delivering a successful recruitment campaign for 111 new roles within nine months.Some of the key elements introduced include:Integration of the Talent Community platform with a technology stack that includes AI tools, video interviewing, video assessment and psychometric assessment and as such automating the hiring process;A Talent Community Landing Page – employer branded – where candidates can easily join the community and register their interest;A recruitment model built with the candidate experience in mind;Continuous curation of Talent Pools via LiveHire identifying fit for purpose candidates and quickly moving them through to shortlist readyResultsThe use of LiveHire has driven faster and more efficient results with the increase of requisition volumes and fulfilment rates, and cost per hire rapidly decrease;The employer branded Talent Community population after 3 months was at 5,000, at 12 months it was at 23,000. Prior to our model there was no such visibility of the brand.Significant reduction in Agency hires. In what was 100% agency hires prior to ManpowerGroup, the latest figures (April – June 2019) showed 8 Agency hires over the latest quarter outside of the RPO solution;Employee initiated turnover has reduced from 8% to 6.1%;Exceeded all diversity recruiting targets with respect to femalesThe client now has a recruitment program where their brand has enormous reach and they are attracting candidates from multiple sources, with candidates sourced via the talent community having the best ratio of shortlist to hire conversion.
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Global Mining – Organisational Redesign and Leadership Development
Transforming leadership, people and business systems helped this client create a high performance organisation. Client Challenge This organisation was formerly part of a global organisation before becoming publicly listed as a separate Australian company. The independence created the need to build a modern fit-for-purpose performance based organisation - focused, profitable and capable of delivering the business strategy of true customer and shareholder value. This has been underpinned by a focus on 'Raising the Bar', aligning all people systems to business strategies, improving managerial performance, accountability and cost management and improving the focus on value-adding work. Right Management was engaged as a partner to provide project leadership and organisation architecture expertise to support this reform initiative.SolutionRight Management developed and worked together with the client’s leadership team to deliver an overall change strategy to enable a 'whole' business transformation involving the:Re-alignment of structure – reframing of the horizontal and vertical structure to develop requisite structure that reduced duplication of layers and ensured value-chain integrity.Definition of the Leadership Framework – identifying the ‘right work’ of leaders by level, the capabilities and the accountabilities and authorities of leaders required to support the reform agenda.Embedding the Leadership Framework – development and delivery of Managing in a Requisite Organisation Program to all managerial levels.Assessment of leadership capability - assessment of leadership roles against key role requirements to identify talent capability and development requirements.Systems to embed leadership – development of revised and new people systems including Work Performance, Career Development, Fair Treatment, Employee Communication, Executive Organisation Review, Managing Displaced Employees, Recruitment and Selection, and Sustaining the Requisite Organisation to reinforce desired behaviours.ResultsRise in shareholder value from $2.96 to $5.73 in 10 monthsVisible excitement and determination about business performance and productivity improvement from the restructureStep change in focus and capability of senior and mid-level managers to work at a strategic levelMore rigour in the communication between manager and team members underpinning the establishment of more productive relationshipsDevelopment and renovation of 10 people management systems to embed leadership behaviours The participation of 169 managers in a managerial leadership program has created a platform for trusted, consistent management practices
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Natural Gas Transportation and Storage (RPO)
A streamlined and consistent recruitment strategy took this client from struggle to success, in just 90 days.Client ChallengeA national leader in interstate transportation and storage of natural gas needed to address several inefficiencies in its hiring process. Rapid growth and a booming oil and gas industry meant that competition for talent was fierce. This left the company unable to meet its growing hiring needs. Inconsistent hiring processes across business lines also resulted in a lack of hiring metrics, unmanaged third-party recruiter use and poor hiring manager and candidate satisfaction.SolutionThe ManpowerGroup Talent Solutions team first audited existing hiring practices, gaining client feedback and buy-in along the way. The team then designed a streamlined recruitment and hiring strategy, focusing on consistent processes and procedures. Leveraging expertise in change management, the RPO team also trained over 200 managers and senior level executives and implemented a plan to capture hiring metrics.ResultsOur innovative recruiting strategies were delivered quickly, resulting in the successful achievement of maintaining more than 97% new-hire retention rate in the first 90 days. The team was able to effectively reduce time-to-hire by over 60% for corporate staff. Overall, the program successfully reduced recruitment and hiring costs exponentially.
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Big 4 Bank – Neutral Vendor (MSP)
$35 million saved within the first three years through centralising management of the contractor procure to pay process with an MSP. Client ChallengeDue to a decentralised and inconsistent recruitment and contractor workforce management program, our Banking Client experienced the following challenges;Hiring Manager’s considerably burdened by manual processesExcessive and unnecessary agency interaction with hiring managers, for recruitment and sales generation purposes40%+ supplier panel leakageInconsistent contractor job profiles and pay ratesIneffective workforce planningInconsistent and incomplete on-boarding/off-boardingInconsistent permanent and contractor recruitment processesNo visibility of agency margin and overall contractor spend Insufficient information to assess the quality of contractors and their performanceThese challenges resulted in poor candidate quality, longer fill times, risk exposure and excessive costs at each stage of the process. Additionally, time wasted by hiring managers took them away from focusing on their core business.SolutionManpowerGroup Talent Solutions implemented a comprehensive, centralised and consistent recruitment solution for the Bank’s entire contractor workforce. Under a neutral vendor model, we manage the procure-to-pay process nationally via a dedicated onsite team. Our Program Management includes recruitment and management of supplier panel, rate card management, on-boarding and candidate management, timesheet management, pay rolling, tenure management, assignment management including redeployment and exit management, supplier performance management, reporting and invoicing.25 Suppliers>$300 million spend under management2,500+ contractors1,900+ suppliers total>10% cost savings achieved year on year Vendor Management System (VMS) Technology: SkillstreamResultsComplianceStrong supplier engagement - compliance reached record highs of 99.15%Decreased time to fill from 10 days to 7 daysImproved compliance to market pay ratesEfficient broadcasting of roles to suppliersCustomer satisfaction consistently above benchmarkRisk Management & MitigationPayroll of ABN and sole trader independent contractors/companiesTransitioned contractors from non-compliant and non-panel suppliersImproved background check compliance, reducing issuesEnsured suppliers met commercial insurance obligationsImproved contractor performance management /exit process by providing guidelines to hiring managers Provided advice on employment legislationCost Savings and Cost AvoidanceOver $35 million in cost savings achieved in the first three years with a further >10% cost savings year-on-yearReduced manager time spent on contingent hiring activities thus increasing productivity on core tasksReduction of lost opportunity from vacant roles through decreased time to hireReduction of unnecessary spend due to inflated pay rates and high marginsReduction of risk from non-compliance to insurance requirements by suppliers through increased hiring complianceEliminated inaccurate and potential overpayments to suppliers by implementation of consolidated invoicingQualityA team embedded in the business ensuring a solid familiarisation with the business, procedures and cultureWith supplier performance analysis conducted monthly, ManpowerGroup conducts six-monthly review meetings with all suppliers to review their performance to the SLA measuresQuarter on quarter meeting, or exceeding, performance SLA’s and client satisfaction ratings
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IT Services, Solutions and Technology (RPO)
From haphazard to structured. How an onsite RPO team saved this client time and money, without compromising quality.Client ChallengeThis world-leading IT services, solutions and technology provider were experiencing several challenges in relation to fulfilling their permanent and contract recruitment needs. Key challenges included:Ability to hire for challenging and “hard to find” skills in an increasingly competitive hiring marketLack of standardised cost/margin control with recruitment agenciesBuilding an employment brand strategy to attract the best talentIn their endeavour to overcome these challenges, they opted to outsource all permanent and contract recruitment. ManpowerGroup Talent Solutions was selected to implement an onsite team to manage a full Recruitment Process Outsourcing (RPO) solution. This long term collaborative partnership began in 2009.SolutionManpowerGroup Talent Solutions developed infrastructure and processes to facilitate the effective recruitment of all permanent, contract and temporary staff. Our onsite recruitment team undertook the end to end process – from attraction and assessment through to hiring and on boarding. Hallmarks of the solution;Innovative attraction/sourcing: multimedia campaigns, campus recruiting, diversity recruitment and employer branding High quality talent pools and “right fit” candidatesImplementation of scalable recruitment infrastructure and processesStrong partnerships and integration between the onsite team and client stakeholdersReduction of agency spend through the development of creative sourcing strategies and cost/margin control measures put in place with recruitment agenciesContinued development of the client’s employment brand through strategic marketing campaigns, social media and partnership between the onsite team and the client’s global marketing and HR teamDevelopment of an international sourcing strategy and channels to meet the ever demanding needs of difficult to fill roles due to growthResultsThis partnership sees enhanced results year on year. Onsite recruitment team averages 200 contract and permanent hires annuallyReduced time to fill from 96 days to 37.5Reduced costs by 38%
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Global Oil and Gas (MSP)
Out with the old (underperforming provider), in with the new and improved. How a smooth MSP transition helped exceed savings targets.Client ChallengeThis global Oil & Gas organisation outsourced the management of their contingent workforce to a Managed Service Program (MSP) provider.A year into their contract they were experiencing several challenges including lack of visibility and consistency of process.ManpowerGroup Talent Solutions were approached to consult with them on an alternative model. Over a period of six months we shared deliverables and initiatives of a mature MSP including dashboard reporting, supplier management, how to drive compliance and improvements, best practice and VMS partnership approach.SolutionFollowing this period of consultancy, the organisation made the decision to transition program management to ManpowerGroup and end their contractual relationship with the incumbent supplier. ManpowerGroup commenced a six week implementation of an on-site / off site shared services model. With responsibility for over 250 contractors and >$30 million spend under management, our program manager prepared the organisation for a seamless change process by managing a comprehensive transition-in plan. She also shared valuable insights into lessons learned from previous implementations and how to manage risk. Over a six week period we;Managed the communication process between the client organisation, incumbent supplier, associates and other suppliers into the programTransitioned over 140 blue and white collar workers across national locationsTransitioned over relationships with 10 recruitment suppliers Delivered program training for hiring managers, supplier and associatesEstablished new operating procedures and reporting in partnership with the ongoing vendor management system. We are responsible for overall program management which includes fulfilment of all new contingent workforce through the recruitment supplier panel, rate card management, on-boarding, payrolling, supplier performance management, reporting and invoicing. ResultsCost Savings & Cost Avoidance100% compliance to accurate charge ratesMet and exceeded proposed savings targets over the first three years of the contractQualityAll contract roles filled within 10 days by suppliers via the Fieldglass VMSSurvey of hiring managers, suppliers and contractors rate the ManpowerGroup MSP as “meets / exceeds expectations”Risk and Compliance100% compliance to on boarding requirements100% compliance of all contractors to statutory requirements
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Australian Energy Provider – Employee Engagement
A strategic career management program transformed this client’s employee engagement, taking engagement levels to an all-time high. Client ChallengeFollowing a demerger of its infrastructure assets, this leading energy company saw the emergence of low employee engagement levels in an overall engagement score of 38%—a rating deemed “serious” for the organisation. When their employee engagement survey identified career development as a critical driver for engagement, the business was encouraged to invest in career management for employees. Right Management was selected to bring demonstrated expertise to the development of a solution that would meet needs of both professional and technical populations.SolutionRight Management designed the client’s program with a focus on career development and self-directed learning. We created separate delivery streams to meet unique needs of office-based employees and field-based employees in power stations. A customised web site facilitated program registration and supported on-line confidential assessments that were conducted as pre-work for workshops and career discussions. Our consultants provided 1:1 career coaching for employees and managers. In addition we prepared those managers for development discussions to ensure a solid and total career management process.ResultsOur career management program was introduced as a pilot to 500 Merchant Energy Business Unit employees in, triggering dramatic changes in engagement for the unit and overall in the company:Merchant Energy’s engagement score rose from 28% to 54% in the first year and to 68% in the second yearThe overall engagement score rose from 38% to 50% in the first year, then to 56% in the second yearDelivery extended to Corporate, Merchant Energy, Upstream Gas and Retail Energy Business Units After the program roll out to Corporate, engagement scores rose to a high of 72%The Career Management driver score (36% before the program) increased to 43% in the first year and to 49% in the second year.We were engaged to continue implementation of the solution into Corporate, Upstream Gas and Retail businesses across the following two years. When asked what Right Management does well in providing the solution, the client sponsor listed: “Excellent product and design…excellent account management…continuous feedback loop to client…on-line management of administration and logistics…and a depth of knowledge in organisational design and theory.”
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Federal Government (Project RPO): Volume Recruitment
Streamlined recruitment process resulting in shorter time to hire. Support for sourcing candidates that improved workforce diversity outcomes. Significant business results from Project RPO services for over six years.Client ChallengeThis essential federal government department has a large scale workforce of approximately 15,000 employees, geographically dispersed across 60 offices in more than 50 locations nationally and worldwide. In 2014, to meet their immediate and future critical volume workforce needs, the department sought to engage a strategic partner who could;Attract quality candidates in line with stringent capability requirementsSuccessfully manage large candidate volumes whilst delivering a positive candidate experienceStreamline recruitment processes to deliver quality outcomes in shorter timeframesSupport diversity objectivesAdhere to strict confidentiality and security parametersSolutionThroughout our partnership, ManpowerGroup Talent Solutions has successfully designed and implemented over nine volume, complex, national recruitment campaigns. Campaigns have delivered quality candidates from graduates through to specialist staff for a variety of areas.The success of these and future programs is underpinned by;Comprehensive client consultation and relationship development with focus on a deep understanding of needsDetailed job profiling and development of competency matrixDesign and implementation of customised, streamlined attraction, assessment and selection processes supported by robust documentation ensuring replication and future efficienciesEffective management of up to 10 recruitment stagesGroup assessment centre methodology focussed on targeted candidate competency assessment and efficiency Implementation of cutting edge applicant tracking and management technologyApplication of a quality project management methodologyA dedicated recruitment team, phone line and emailResultsSince 2014 ManpowerGroup Talent Solutions has;Successfully delivered over nine volume, large scale national recruitment campaignsStreamlined a lengthy recruitment process to ensure campaign delivery in condensed timeframes, as little as five weeks up to three monthsAttracted and screened over 69,000 candidatesManaged anywhere from 1,500 to 7,000 candidates at a time through a robust seven to 10 step processRecruited quality candidates for graduate through to specialised roles in line with stringent competency and security clearance requirementsRun a significant number of assessment centres nationallyExecuted 40 assessment centres nationally in a four (4) week period aloneDelivered Merit Pools in excess of 1,000 candidatesReceived consistently positive candidate feedback about their experience
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Global Energy and Petrochemical Company
Change Management and Career Transition This best practice model for transition success saw engagement rise, despite major change for outgoing and remaining employees. Client ChallengeThis global energy and petrochemical company owned and operated several key oil refineries at various sites in Australia. The most complex of these refined more than four million tonnes of crude oil every year, with feedstock and products imported through the terminal for transfer to the Refinery. The refinery & terminal had around 310 employees and an average of around 200 contractors on site at any time. The refinery and terminal operate 24 hours a day, 7 days a week.Due to the persistent strong Australian dollar, challenges with capital equipment and competition from new Asian refineries the difficult decision was taken to convert the operation to a terminal only. The conversion of the Refinery into a terminal was to be taken over an extended period of between 18-24 months. This created many challenges for the organisation to maintain productivity, ensure safety was paramount and continue to engage all workers in a period of uncertainty. SolutionCritical to success of the transition was the engagement of Right Management in the early planning stages before any announcements had been made in order to develop a tailored comprehensive program of support for employees on site. The solution was holistic and covered a two year closure period. Overall there were three key streams of support provided to the Refinery employees and leadership team.First was support associated with announcement day which involved briefing of the leadership team to assist in their preparation to deliver the difficult messages and to handle employee reactions and questions. This was supplemented with onsite consultant presence for the day of announcement to support employees as they processed the news. Right Management partnered with the Employee Assistance Program (EAP) onsite to provide comprehensive employee support. Second was proactive change support for all levels in the organisation. For the Refinery Leadership Team this was aimed at ensuring their engagement and vision for the site, coupled with successfully dealing with their own reaction to the change. For the next level leaders, in addition to change support, a facilitated peer networking group was established where they could benefit from sharing each other’s experiences and raising concerns in a safe environment.The remaining Refinery employees were also provided various support mechanisms including workshops and training engagements on resilience, stress management, managing change and leading change.Finally the focus of our support moved to the career transition phase where we worked extensively with employees at all levels to assist individuals in achieving their desired career outcome. This covered redeployment, career workshops, career centre, one on one coaching and a career fair involving many local and national employers. The success of the project was achieved through several key elements:The organisation’s readiness to involve Right Management in confidential discussions early in the planning phase Involvement in the planning by both parties leading to a co-designed solutionEmbedded our consulting resources at the organisation’s site – being able to act as “one of the team” Regular transparent communications allowing for a flexible approach that was adapted as requiredAllowing each party to challenge the status quo.This resulted in an enhanced relationship between Right Management and the organisation. ResultsThe conversion of the site operations from a Refinery to terminal over such as extended period has been lauded within the organisation as one of the best examples of implementing this difficult transition. An employee engagement survey comparison from before the announcement to one during showed that engagement had increased during this period. The company was delighted with these results along with the fact they reported no injuries during this conversion period and productivity levels remained consistent to those pre-announcements. The transition is being used within the organisation as a best practice case study on how to undertake significant change projects of this nature. “The closure of the refinery without significant safety incident, disruption to supply or industrial action was viewed internally and externally as a major success. Right Management played a role in this success by partnering with the Refinery Leadership Team at both the strategic and operational level to help deliver change management activities that maintained and even increased employee engagement during a challenging and difficult situation for both leaders and employees.” HR Manager for Refinery
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Diversified Australian Bank – Career Management and Transition
Long-term employees impacted by restructure were supported with a scalable, turnkey solution that saved time and increased confidence.Client ChallengeWhen 54 key employees were impacted by a significant restructure, this client sought to support individuals’ career planning. Critical considerations included:Enabling long-term employees to make their decision to either apply for internal redeployment or seek external career opportunities.Giving employees the tools and opportunity to understand what they really wanted and needed in their careers moving forward.Enabling significantly tenured employees to engage in an assessment and understanding of their career-related strengths.Providing employees with reusable career tools, knowledge, and resources to help them in ongoing career management.In addition, the client desired a scalable, flexible turnkey solution that could be rolled out quickly and easily, with minimum time investment by HR personnel.SolutionRight Management provided our career management program to all 54 impacted staff. Employees attended a career planning workshop and were afforded one-to-one coaching sessions with a Right Management consultant. Pre-work and assessments were available via the easy-to-use online platform. We also equipped the managers of the impacted staff with career coaching skills. This enabled managers to assist their employees with clarification of career direction and career decisions.ResultsParticipants reported:34% increase in their confidence for having career conversations with their managers based on specific interests, needs, values, and career strengths.28% increase in their confidence for selecting a job based on their specific interests, needs, values, and career strengths.33% increase in their ability to identify the interests that most contribute to their career satisfaction.Of the 54 staff impacted, only those who had clear alignment to available roles applied for internal opportunities. Others left the organisation with a career map that would prove useful in making external career decisions.
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Australian Dairy Industry (MSP)
Poor productivity and high costs. How implementing an MSP model helped this client boost productivity, improve safety management and lower costs.Client ChallengeOne of Australia’s largest producers and distributors of dairy products, locally and internationally, this client employs over 1,400 permanent personnel nationally and is supported by a large contingent workforce. Several issues negatively impacted their productivity and increased costs across their business. These included inconsistent and unmonitored use of casual labour, high attrition in the casual labour force, unreliable after hours support, high demand on manager time and significant cost fluctuations. They recognised they needed a partner with the capability to solve these problems.SolutionManpowerGroup Talent Solutions was entrusted with the supply, management and training of the non-permanent workforce. Via a Managed Services Provider model, at any given time we supplied approximately 350 contingent workers across 32 business streams, at sites in metropolitan and major regional locations and across 5 states and territories.Further, we managed a panel of suppliers with the overall solution governed by agreed KPIs. As a trusted advisor, our client consults with us to develop new approaches to:Workforce Planning ActivitiesShift Change ModellingOvertime ManagementIndustrial Relations ManagementOur culture of continuous improvement and close relationship led to a request for us to conduct analysis on the impact of shift changes from a cost, contractor satisfaction and industrial relations perspective. Results Reduced time to fillCost savingsEffective management of sub vendorsImproved staff training and development Greater visibility of expenditureIncreased worker engagement and retentionReduction in industrial relations issuesImproved safety management
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Federal Government (RPO)
Client collaboration, custom designed process, contemporary online strategy. This graduate recruitment campaign yielded exceptional results.Client ChallengeThis Federal Government Department needed a graduate recruitment partner who could deliver a national graduate recruitment campaign that;Promoted their employee value propositionSourced candidates with strong organisational and cultural fitBoosted their online and social media presenceIncreased their pool of indigenous candidates SolutionManpowerGroup Talent Solutions designed a recruitment campaign incorporating all requirements. We developed a highly interactive assessment centre program designed to assess not only candidate skills but ensure a close organisational fit. Strong results were achieved due to the following components:Collaboration - Our team worked with the client’s recruitment team to gain a deep understanding of the technical aspects as well as the behavioural and cultural attributes critical to the DepartmentDesign - A custom designed selection process included resume screening, telephone interviews, assessment centres and an Occupational Personality Questionnaire (OPQ). The OPQ was used to develop behavioural interview templates for each applicant, personalising the candidate experience during the assessment phaseOnline strategy – The campaign was given a contemporary, modern feel through regular electronic communication, online self-booking tools and by hosting a dedicated micro-site. We managed all candidate capture, communication and reporting with NGA.NET. Additionally, online mediums such as Grad Connection and UniMail were used to target university candidatesSourcing – We developed a strong indigenous and diversity attraction and recruitment strategy. This included working with the Department’s Indigenous and Torres Strait Islander (ATSI) liaison officer to maximise the Departments exposure to ATSI applicants, developing a non-discriminatory process, which was reviewed by third party specialists in this areaAssessment Centres – These were managed in partnership with both ManpowerGroup and Department representatives conducting the interviews and assessments togetherResultsAttracted a high number of candidates. Over 1,900 applications across four key skill streams, representing a 25% increase from the previous year300% uplift in indigenous applicants with 85% being progressed to assessment centre stage. Of those, 63% progressed to offer and acceptanceWe made 88 offers of employment on behalf of the Department, with an acceptance rate well above both the previous year and benchmarked graduate acceptance rates
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