Jacobs Recruitment Strategy

Integrate and Maximise Taleo

Taleo Maximisation

Integrate Taleo to the point that it becomes a simplistic, intuitive and simple to use tool for recruiters and then hiring managers making the requisition of labour a simple self serve task.

Also look at the reporting power available

Taleo or Shared Services

Taleo Offer or Shared Services

Work on automating the link between Shared Services to make the system more intuitive and to minimise the chance of user error by auto populating information from drop downs wherever possible.

We may want to look at automating this in Taleo and training the Recruitment Team on offers to completely negate the need for a link.

Taleo Self Service Hiring Guide

Taleo Hiring Manager Self Service

Create Taleo hiring manager Self Service guidance so that self service is supported by video and user guides before finally being a human interaction as a fianl stage with the Recruitment Team

Onboarding Improvements

Onboarding Improvement

Work to review our onboarding process an d integrate with NEON to get the best onboarding experience possible.

CONTINGENT LABOUR PSL

Contingent PSL

We need to ensure that the Linx's system can incorporate the required nuclear suppliers we need access to from the Wood legacy PSL listing. The key supplier that is omitted is Millbank who we would like to maintain access to as they have a solid track record with the Wood business. If they can be added then we would have access to the key suppliers we have traditionally used.

We also need to work to support Dawn on the cost saving aspect by transfering RHI and agency to Linx.

PERM Recruitment PSL

Perm Recruitment

PSL

Merge the CMS and Wood Legacy Permanent Recruitment PSL so that we maintain access to the key suppliers we require to give the business access to the talent it requires.

use in tandem withthe contingent PSl changes to rebuild any issues raising from the contingent labour transfer.

Review T&C's generally to tighten up where necessary

IR35 Position

Provide a solution for the replacement of IR35 effected fleet moving forwards. Ensure that we do not lose talent or potentially miss an opportunity to convert to staff. Agree on individual position for contractors using recruitment as a means to convert or replace. Current IR35 role is to 30.09.2020 and new changes to be actioned early 2021 fot the new April 2021 deadline.

Hiring Manager Training Suite / CMS Recruitment Tool Kit

Training for Hiring Managers

Develop a suite of training for hiring managers incorporating, full day training, bite sized modules and an e-learning approach to suit the needs of the entire hiring manager population.

Look to expand the current material to cover the whole recruitment process covering systems use, legislation and interview design. As always look at standardisation and best practice as driving forces.

Proactive Sourcing, Best Practice & Quality

Develop the recruitment process to encompass more than just advertised attraction as a strategy and start to widen our horizons to new networks that engage both the active and passive recruitment markets.

By doing so we will increase the quality of shortlists and hired candidates allowing the business to progress with a higher standard or talent entering the business. Ensure we integrate Social Talent, Linked In Learning and Gartner.

Simplified Process for moving & promoting Internal Talent

Simplified Process for Moving Internal Talent

Look at the most effective and simplistic way to process internal talent through the system to ensure we can provide a good but efficient service without having to dedicated too much time and effort to what should be simple people process. Work with HR and Resourcing to look at a defined and controled way of doing this.

Inclusion & Diversity Strategy

Inclusion and Diversity Strategy

We need a defined I&D strategy for CMSi There is a working group established and kick off meetings have taken place. This is to be presented to Clive Mid July.

Additionally I supported this last year and have been offered a chance to be a key promoter of this year and potentially speaker. We could also be a corporate sponsor of this along with many of our clients. For a minimal fee we can position ourselves at the forefront of Inclusion and diversity in the UK nuclear market. The recruitment team are attending on 16th July

Reactive to Proactive

It is my intention to focus and train the team away from being a reactive volume recruitment service to an added value quality service providing the business with strong shortlists from both the active and passive markets. In addition to this I want the team to truly deliver proactive talent attraction taking key and niche personnel to the business were relevant as opposed to simply reacting to the needs of the business.

Diversity Attraction

Diversity

Attraction

We have a defined need to change the gender and cultural make up of the business as we move forward. We should be looking to maximise any opportunities to widen our diversity footprint. Unconscious bias, ally and any other diversity focused training would be advantageous.

Early Years Attraction

Early Years Attraction

With an ever increasing skills gap and an aging workforce our ability to attract raw talent will become ever more important. We need to be able to engage an entry level audience and draw them towards the Jacobs brand. Most importantly our I&D strategy has to align here more than anywhere.

Strategic Partnership With Schools, Colleges & Initiatives

Strategic Partnership Schools & Colleges

Work with schools, colleges and initiatives across the region to establish clear links between the Jacobs brand our recruitment brand and the multitude of career routes that we can offer. Look to especially focus on the under represented groups forming strong links with regard gender, ethnic minority and underprivileged communities

Work Experience

Work Experience

Establish a solid and robust work experience programme accessible to all with the aim of giving potential employees of the future a really good insight into all that we do as a business. Establish a programme that sees candidates get as much exposure to the full breadth of the business as possible. Work with partners to support this. Promote this across all channels.

Energy & Talent Source Network

Work within the Talent Source Network to promote the Jacobs brand to the energy industry as an entity. Especially focus on using the networks marketing reach to push our brand in areas such as gender, ethnic minority, disability, the military resettlement and underprivileged community attraction.

Energy Sector & TSN

Linked In Guidance

Explain to the business the power of Like and Share but also educate them as to the importance of high quality and engaging profiles that expand on the power and reach of our brand.

Linked In Guidance

Ex Military / Veteran

Ex Military

Work to establish links between the Jacobs brand and the military resettlement market. Many of our required skill sets overlap massively with the forces. Work with the the likes of the Career Transition Partnership, Pathfinder and the Royal Engineers Resettlement Team to help promote our brand in these areas.

Disability Attraction

Disability Attraction

Work to establish links between the Jacobs brand and the disability recruitment market . Many of our required skill sets overlap massively with the skills available and with more flexibility on workplace ahead this could be an excellent source of untapped talent. Work with the the likes of Disability confident Evenbreak, Disability Confident and others to help promote our brand in these areas.

Neurodiversity

Nuero-diversity

Work to establish better understanding of the Neurodiversity make up of Jacobs and our approach to this sector, as talent sits in all domains but is often masked by our approach or biases. Statistically the neurodiverse have a higher likelihood of being disadvantages and are more likely to end up in undesirable life situations. This may be more to do with societies approach, bias and misunderstanding than the reality of the situation.

Careers Page

A modern careers page that is engaging and interactive using video to promote our brand were possible. Where possible add imagery to promote our drive to reflect our communities whilst also highlighting the Jacobs culture purpose & principles

Careers Page

Glassdoor & Indeed

Monitor closely the Glassdoor & Indeed relationship keeping in mind our advertising strategy and recruitment brand. Engage with the Glassdoor platform to ensure we promote positive feedback and engage with any brand detractors

Glassdoor & Indeed

Social Media

• Work to engage a wider audience through the mediums of like and share.
• Continue to engage our audience with a variant message that is not simply role promotion
• Consider sponsorship for growth of audience now we have stronger material circulating
• Consider expanding our channels as the market changes and develops

Social Media

Video & Imagery

Work to establish a modern video and image style for Jacobs across the various channels we engage our audience through including the website and social media

Video & Imagery

EVP & Promoting our Brand

Run and EVP project to understand our employer value proposition and then look at how we use this to positively attract people to or brand. Start to make what we are about more and more visible to the wider community.

EVP & Employer Brand

Target Operating Models

Work with Resource Management to establish the target operating models and then recruit to fill any gaps within the plan

Target Operating Models

Resource Plans

Work with Resource Management to create pro active resource plans allowing us to take control of our training plans and recruitment needs

Resource Plans

Future Resources

Work in partnership with the Resource Management function to help identify proactive opportunities and recruitment needs within future projects, bids and tenders. Also consider succession planning and development opportunties.

Future Resources

Managed Moves & Resource Panel

Work closely with Resource Management to help the business move internal talent fairly between projects again highlighting any shortages allowing proactive recruitment.

Managed Moves & Resource Panel

Right Size the Recruitment Team to Deliver Added Value & Quality

Right Size the Recruitment Team for Quality

Legacy Wood and Legacy Jacobs teams totaled 12 FTE coming into Covid but were light on resource on both sides, adhering to a 40 role per consultant model to deliver proactive quality. I have already discovered several recruitment silo's the business has built that need realigning and another business area with no support currently in place so is using a local PP&S resource that is about to leave the business.

Current & Available Labour

CURRENT

Charlotte Rodger PPP

Stuart Thomas PMR

Stacy Williams International

Simon Pugh Decommissioning

Michael Waugh Government Solutions, NDA Estates, Magnox Estates

Darren Jarvis PMR, Field Services, Mission Solutions

UN-FURLOUGHING

Dan Milward Team Leader Ret 13.7.2020

Craig Ruff PDP (Silo based in the business need to align to central but grading and level issues to address) Ret 7.7.2020

LEFT

Emma Acharndio NNGS (need cover as recruitment picks up)

Sharon Sutton PDP Left contract

Sarah Leggitt Recruitment Coordinator Left Contract

Adam Eveiss Left Contractor

KNOWN

Andrew Condliffe Nuclear Recruiter

Mike Brown Nuclear Recruiter

Rustom Ali Khan Middle East Specialist

Aneeta Madhara PP&S

Sean Johnson PP&S (EX CMS)