CEB Conference

CEB Recruiting Leadership Council
Enhancing Sourcing
and Talent Attraction
with Data Analytics
Royal Philips: Transforming
the Future of Health
Technology

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3© 2016 CEB. All rights reserved. RR165545PR
FOCUSING SOURCING AND ATTRACTION RESOURCES
Struggling with high and
widespread demand left
the sourcing function reactive
and unable to build pipelines.
Talent attraction campaigns were
too general to have real impact.
The sourcing function can invest
substantial time and effort in
intelligence gathering, pipelining,
and shaping role requirements. Talent
attraction campaigns are more targeted
and impactful at an enterprise level.
Focusing on three core segments onlySourcing for all hard-to-fill roles
Prior State Current State
Source: Royal Philips; CEB analysis.

OVERVIEW OF SOURCING TEAM
A Sourcing Team of 40 Is Strategically Located Across the Globe and Aligned to Three Core Segments
Boston
Singapore
Digital
Quality and Regulatory
R&D Engineering
1
2
3
Fills approximately 2,000 of 16,000 vacancies per year
Approximately 50% of
the team’s time is spent on
pipelining and intelligence
gathering, while the other 50%
is spent on active requisitions.
50:50
Amsterdam
Sourcing Hubs

OVERVIEW OF RECRUITMENT MARKETING TEAM
Impact Focused
Eighty percent of the
team’s resources and time
are focused on always-on
employer brand management
and critical segment campaigns.
Combines Technical
and Market Expertise
A central team of technical
experts works with and through
market-based business partners.
Achieves Speed and Scale
Delivering highly relevant,
value-added messages to
the market quickly and at
scale is core to the recruitment
marketing team’s success.
8020
Ensures consistency, efficiency, and strategic evolution of the function
Adapts global strategy to local market needs
Global Team (Amsterdam)
■■ Global Head of Employer Brand and Recruitment
Marketing
■■ Employment Brand Content and Channel Strategist
■■ Digital Marketing Manager
■■ Global Recruitment Marketing Campaign Manager
■■ Global Recruitment Marketing Intern
Market Roles
Business Partners/Consultants Located In:
■■ EMEA (Amsterdam, London)
■■ Americas (Boston, Panama City)
■■ Asia (Shanghai, Singapore, Gurgaon)

A MULTI-PRONGED APPROACH TO SOURCING
AND ATTRACTION
Apply Data
to (Re)Define
Hiring Profiles
Get Hiring
Manager Buy-
In, and Drive
Behavioral Change
Apply Candidate
and Competitor
Intelligence to
Redefine EVP for
Critical Segments
Launch
Hyper-Targeted
Campaigns for
Defined Audience
Profile Segments

APPLY DATA TO REDEFINE HIRING PROFILES
1. Establish a High-Value Targets List
Criteria
High-Value
Target (HVT)
Companies
Identified as best in class
Strong talent development programs
Complementary culture and reward
structure to reflect our ambition
Successful outcomes from previous hires
Sufficient volume of talent supply
Validation Steps
Aligned on existing
competency framework
and job families
Presence of target
top skills validated via
multiple data sources
Competency frameworks
and job families
aligned with Philips’
Organizations validated
with top 40 business
leaders and HRDs
1 2 3 4

APPLY DATA TO REDEFINE HIRING PROFILES (CONTINUED)
2. Conduct and In-Depth Analysis of the Labor Marketa
■■ Skill and workforce composition of selected
competitors
■■ Talent location and location attractiveness
■■ Working conditions
■■ Skill growth trends (organic vs. inorganic)
■■ Talent mobility
–– To Philips from competitors
–– From Philips to competitors
–– Among competitors
a
Philips uses CEB TalentNeuron for its labor market and competitor analysis.
Illustrative Competitor Analysis
Number of Employees
in Target Function
Percentage of Employees
in Target Function Hired
in the Last Two Years to
Provide Insight into Tenure
Expectations
Alpha Bravo Charlie Oscar
3. Identify Adjacencies to Broaden Available Talent Pool
Illustrative
■■ Relax tenure requirements.
■■ Relax education requirements.
■■ Expand industries.

APPLY DATA TO UNDERSTAND TARGET AUDIENCE INSIGHTS
Target Persona
■■ Needs, wants, fears, and admired traits
■■ Number of years’ experience
■■ Career motivators
■■ Engagement preferences
■■ Media consumption and channel usage
■■ Current perceptions of Philips as an
employer (awareness, consideration, interest)
Current Career
Experience
(e.g., exit interviews,
Glassdoor data)
Career Drivers and
Channel Preferences
(e.g., custom
market research)
Trending Topics
(e.g., social listening
tools, LinkedIn hot
articles, reports)

GET HIRING MANAGER BUY-IN, AND DRIVE BEHAVIORAL
CHANGE
Senior-Level Sponsorship
Example Approach from One Key Segment
Executive leader backs
a new approach to sourcing
and reinforces that it is in
line with the company’s
strategic direction.
Business leaders acknowledge
the impact of the change and
permit time to productivity
to take longer.
Divisional leaders cascade
and reinforce the new approach
(e.g., as a standing agenda
item in team meetings).
Sourcing team provides
metrics to senior leaders
to track and communicate
the success of the initiative.
Q1 Hiring Update

GET HIRING MANAGER BUY-IN, AND DRIVE BEHAVIORAL
CHANGE (CONTINUED)
Enable Hiring Managers
Showcase Success
Refer to past high-quality
hires with an adjacent profile.
Additional assessment
and onboarding resources are
provided (e.g., guest interviewers).
The new hire is allowed
to be fully productive in the role.
Ownership of recruitment
decisions is shared.
Share examples of how
other successful companies
are hiring adjacent profiles.
Philips changes its hiring approach to enable hiring managers to overcome the challenges of recruiting unfamiliar
candidate profiles.
Philips regularly showcases the success of the new approach to sourcing and hiring.

APPLY COMPETITOR INTELLIGENCE TO REDEFINE EVP
Segment: RD Eng. Role: Research Scientist
Primary Attraction Drivers:
■■ Example
■■ Example
■■ Example
Segment: Quality and
Regulatory
Role: Senior Quality and
Compliance Specialist
■■ Example
■■ Example
■■ Example
Segment: Digital Role: Software Engineer
■■ Work on breakthrough innovations that build a healthier,
more connected society
■■ A collaborative culture where team success is prioritized
■■ Working and living healthy, not living to work (USP vs. start-ups)
Competitor Type Differentiation Strategy
Direct Competitors
Gaming Companies
Financial Services
[Etc.]
The intelligence gathered by sourcers is combined with competitor and segment EVP
analysis to craft targeted messaging approaches for each key role.

MAKING THE CANDIDATE DECISION JOURNEY MORE
RELEVANT
Example Candidate Decision Journey
Awareness
initial contact
Perform
Offer
Trigger join
Moment of
commitment
1st
2nd
“Post-join” Engagem
ent
“Pre-join” Engagement
Final Evaluation
Consideration
I
nformation gathering, vacancy search, peer networking
Seek
i
nput from friends, family, influencers
Onboarding experien
ce
Lo
yalty
Loop
Evangeli
zing
others to join
Mass Campaigns
Out-of-home ads around
HVT company buildings
1:1 Outreach
Personal referrals
Sourcing taps into
networks for referrals.
Standard recruitment
process takes over.
Mass Campaigns
Targeted social content
posts
1:1 Outreach
Targeted outreach from
Sourcing
Quality, interested lead
secured in CRM.
■■ Segment-specific career portal
■■ Nurturing CRM e-mail marketing
■■ Internal, targeted campaigns to influence Glassdoor reviews
■■ Content partnerships with relevant media
formal
interest

RD Quality and Regulatory
RESULTS
Substantial Growth in Talent Pipeline
Qualified Candidates in Database
Improved Ability to Compete for Talent
Growth in Percentage of Hires from High-Value Targets
915
1,469
Q1 2016 Q2 2016
670
946
Q1 2016 Q2 2016
579
1,269
Q1 2016 Q2 2016
Digital
Talent Pipeline
Quarterly Trend
Talent Pipeline
Quarterly Trend
Talent Pipeline
Quarterly Trend
Global HVT Hires as Percentage
of All Hires by Sector
0 15 30
8
15
20
26
5
13
RD
Quality and
Regulatory
Digital
Q1 2016
Q2 2016

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