1. DUNEDIN//GLOBAL
INTERNATIONAL RECRUITMENT EXPERTS
INSIGHT
INTO
RECRUITMENT

2. DANIEL HALLIDAY, CEO
• Set up Dunedin Global recruitment in 2006
• Our offices are based in Maynooth
• Employ 4 Business Studies Graduates from Maynooth University
• Hire new Graduates every year – so keep in touch!
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3. WHAT DO WE DO?
• Recruit for qualified lawyers and accountants internationally
• Clients include:
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4. LET’S LOOK AT DELOITTE
• What are their internal processes?
• Why do they work with us?
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5. DELOITTE
Facts:
• One of the Big 4 chartered accountancy
practices
• In 2015, Fortune magazine ranked Deloitte as
one of the 100 'most exceptional' companies
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6. DELOITTE’S INTERNAL STRUCTURE
• Audit (30%):
• Consulting (33%):
• Financial Advisory (9%):
• Enterprise Risk (9%):
• Tax (19%):
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7. DELOITTE’S HIERARCHY
(PARTNERSHIP)
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Partner
Senior Manager/
Managers
1st / 2nd /3rd year
Trainees
HR &
Internal
Admin
Functions

8. DELOITTE’S RECRUITMENT PROCESS
1.
•Partner identifies requirement by looking at current and future business
•Partner informs HR and they scope the role together
2.
•HR creates a job description and salary
•HR contacts the Deloitte internal recruitment team
3.
• Deloitte internal recruitment team liaise with External Recruitment
suppliers
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9. WHAT DO WE DO?
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• Receive the role from Deloitte’s Recruitment
team
• Optional = briefing on role at Deloitte offices
• Assign the role to the relevant Consultant
within Dunedin Global
• Begin the search!

10. SEARCH / SOURCING A CANDIDATE
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• Review existing database of candidates
• Call potential matches and gain current market
knowledge about the area
• Search Social Media
• Linkedin / Facebook / Twitter
• Speak to our network of contacts to generate
referrals
• Advertise role through various online channels /
job boards

11. SOCIAL MEDIA SEARCH - LINKEDIN
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• Linkedin has come to dominate Social Media for
recruitment
• In 2006, LinkedIn increased to 20 million members
• As of March 2015, LinkedIn reports more than 364
million acquired users in more than 200 countries
and territories

12. A CANDIDATE IS IDENTIFIED
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13. CANDIDATE ATTRACTION &
PLACEMENT
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Contact
candidate
Gain trust and
interest in role
Submit CV to
Deloitte

14. SHORTLISTING
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• Internal Recruitment team gathers together all applicants and
engages in 1st stage filtering by matching to the role specification
• Candidates are scored by relevance
• A final shortlist of interviewees is approved by the recruitment team
• The recruiter is authorised to proceed with a 1st stage HR screening
interview by telephone or face to face

15. CANDIDATE MANAGEMENT
(1ST INTERVIEW)
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1st stage
interview
Coach the
candidate to
succeed
Feedback
from Deloitte

16. 1ST STAGE INTERVIEW
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What are the Deloitte HR /
recruitment interviewers
looking for during the 1st
stage interview?

17. 1ST STAGE INTERVIEW
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Method = Competency based questioning:
• “Tell me about a time when you have shown ‘X’ competency”
What is a Competency?
• Examples include: Team work, Problem solving, Leadership
(Competencies are drawn from the job description)

18. 1ST STAGE INTERVIEW
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Identification of Motivations
(Why has the candidate applied for the job?)
Positive Motivations:
• increased responsibility
• Relocating to a location that they have fully researched
• New challenge
Negative Motivations:
• Looking for more money (salary increase)
• Not performing in current role
• Not getting on with current team
• Lack of awareness about reason for move – moving for no reason

19. CANDIDATE MANAGEMENT
(2ND INTERVIEW)
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2nd stage
interview
Coach the
candidate to
succeed
Feedback
from Deloitte

20. 2ND STAGE INTERVIEW
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Interview conducted by the Partner for the team.
Looking for:
• Technical ability
• Team fit / personality
• Potential for future growth within the team
• Client facing ability / will they present well

21. OFFER STAGE
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Receive Offer
from Deloitte
Present to
Candidate and
gain acceptance
Confirm
Placement &
Start Date

22. OFFER
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Offer is formulated by the HR team and signed off by
the Partner
Includes:
• Salary
• Benefits package
• Pension
• Bonus details

23. SALARY
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1. Salary is benchmarked against the rest of the
market / competitors by third party organisations.
Ensures the staff won’t leave due to a low salary.
2. Salary should be very similar to other staff at the
same level who are already working in the team –
avoids internal resentment

24. BONUS
1. Performance Bonus: should be flexible to reward
performance and encourage positive behaviours
(circa 5-10% of base salary)
2. Discretionary Bonus: should be flexible to cope
with a downturn in the wider economy (circa 5-
10% of base salary)
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25. ACCEPTANCE
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Candidates Accept offers that make sense on 3
levels:
1. Emotional: status, identity, respect from peers
2. Logical: Salary, location, hours of work
3. Trust: belief in the Employer being a trustworthy
company and the recruiter is honest in their
dealings with the candidate

26. DUNEDIN//GLOBAL
INTERNATIONAL RECRUITMENT EXPERTS