Automatic Data Processing, Inc. · NASDAQ:ADP

Automatic Data Processing — Conference Presentation (June 2012)

25 slides from Automatic Data Processing's conference presentation, Jun 20, 2012

  1. Slide 1: To RPO…Or Not To RPO. When Is Technology Not Enough?

    To RPO…Or Not To RPO. When Is Technology Not Enough? June 20, 2012 An Webcast

  2. Slide 2: Agenda

    Agenda  Introduction  The Talent Acquisition Challenge  Talent Acquisition Technology Options  Recruitment Process Outsourcing Options  Conclusion 2 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  3. Slide 3: About ADP

    About ADP Automatic Data Processing, Inc. (ADP) is one of the world’s leading providers of technology-based outsourcing solutions  570,000 clients and 55,000+ associates doing business in over 60 countries worldwide  Providing expert outsourced employer services to small, mid-size and large employ

  4. Slide 4: Introduction

    Introduction 4 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  5. Slide 5: Talent Acquisition Trends and Technologies

    TALENT ACQUISITION TRENDS AND TECHNOLOGIES 5 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  6. Slide 6: Current Talent Acquisition Trends

    Current Talent Acquisition Trends Developing talent gap • Less than 1/3 of your organization are Baby Boomers-decreasing rapidly • By 2015, 60% of today’s jobs will require skills held by just 20% of today’s population Increasing voluntary turnover rates • Voluntary turnover rates on the upswing – 8

  7. Slide 7: Companies Are Not Hiring The Same Anymore

    Companies Are Not Hiring The Same Anymore The strategic importance But the process of bringing of talent acquisition has the right people into the been driven by several organization is not any factors easier  The return of “the war for  Disconnected, distributed talent” process  Talent mismatch

  8. Slide 8: Today's Recruiter's Profile

    Today’s Recruiter’s Profile THEN… reactive in nature, responding to vacancies in real time NOW…proactive, just-in-time talent  Marketing awareness (trends, branding)  Financial acumen & metrics  Sales ability-pipeline management, forecasting  Relationship building, candidate engagement  Partner

  9. Slide 9: Talent Acquisition Technology

    Talent Acquisition Technology Interactive Voice Competency Document Response Models Management Search Engine Optimization Mobile Assessments Reference Surveys Technology Checking Applicant Onboarding Sourcing Tracking Tools Source Screen Select Board Candidate Relationship Management Workforce Emplo

  10. Slide 10: How Much Technology Is Too Much?

    How Much Technology Is Too Much? A. When costs are greater than benefits B. When adoption begins to decrease C. When technology is silo’d and doesn’t play well with others D. When users and candidate preferences change E. Most of your job involves training others F. You spend too much time in vendor

  11. Slide 11: Talent Acquisition Audit (Example)

    Talent Acquisition Audit (Example) PROFILE PEOPLE • Understand the top positions • Quality/quantity rating of recruiters • Defined competencies • Stakeholder engagement • Identified near term and long term • Associate support demand and supply • Executive commitment • “Buzz” factor PROCESS TECHNOLOG

  12. Slide 12: The Talent Lifecycle

    The Talent Lifecycle 12 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  13. Slide 13: Recruitment Process Outsourcing

    RECRUITMENT PROCESS OUTSOURCING 13 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  14. Slide 14: What is Recruitment Process Outsourcing (RPO)?

    What is Recruitment Process Outsourcing (RPO)? When a provider acts as a company's internal recruitment function for a portion or all of its jobs. RPO providers manage all or part of the entire recruiting/hiring process from job profiling through the onboarding of the new hire, including staff, tech

  15. Slide 15: RPO Models

    RPO Models End-to-End Front-End Back-End On-Demand Administrative Model Model Model RPO  Recruiting portion of  Supplemental RPO to  Supplemental RPO  End-to-End delivery the RPO Model internal staffing delivery to internal of RPO  Strategic partner in  Administrative staffing solution  Singl

  16. Slide 16: Benefits of RPO

    Benefits of RPO Recruitment Process Outsourcing Process RPO Enabled Employer Recruiting Resources Enhancements Technology Branding  Candidate  Reduces Costs  RPO Enabled  Builds Company  Scalable Team Pipelining  Increases Technology Image  Dedicated Team  Engages Passive Efficiency  Increa

  17. Slide 17: Key RPO Activities

    Key RPO Activities 17 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  18. Slide 18: When Might RPO Make Sense?

    When Might RPO Make Sense? A. Desire to drive greater consistency of our talent acquisition processes B. The need to scale to meet hiring spikes C. When talent acquisition professionals are spread too thin or lack the necessary skills D. When we are challenged to embrace new technology opportunities

  19. Slide 19: Driving Consistency and Scale of Recruiting Function

    Driving Consistency and Scale of Recruiting Function  Multiple locations-multiple processes  Inconsistent vendor relationships (background check, I9, drug screening)  Agency relationships  Location specific compliance challenges  Seasonal workforce  Project based business strategy requiring on

  20. Slide 20: Elevating Talent Acquisition Competency

    Elevating Talent Acquisition Competency  Lack of dedicated recruiting professionals Payroll Recruiting  HR generalist roles  Limited technology support  Limited use of best practices Benefits  Lengthy time to hire metrics © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  21. Slide 21: Reducing Talent Acquisition Spend and Gaining Access to New Technologies

    Reducing Talent Acquisition Spend and Gaining Access to New Technologies  Costly utilization of job boards-”post & pray” $  Rogue spend with agencies  Reducing talent acquisition head count  Limited use of leading edge technology  Cost per hire outpaces industry averages 21 © Copyright 2012 ADP

  22. Slide 22: Augment Current Processes

    Augment Current Processes Talent Talent  Requisition centric view of recruiting (Reactive)  Limited ability to develop talent pipelines of external Talent talent (Proactive)  Lack of annual recruitment plan/budget  Limited employment branding, undefined employment value proposition Hires  No “s

  23. Slide 23: RPO – Service and Technology

    RPO – Service and Technology CLIENT PROVIDER 23 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  24. Slide 24: Summary

    Summary Collectively evaluate RPO to strengthen your talent acquisition practices 24 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

  25. Slide 25: Questions?

    Questions? Jack Coapman ADP Talent Solutions Jack.Coapman@adp.com John Hancock The RightThing, An ADP Company John.Hancock@rightthinginc.com 25 © Copyright 2012 ADP, Inc. Proprietary and Confidential Information

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