Learn about BI's talent solution journey and how their partnership with Pinstripe allowed them to drive ambitious HR strategies through data-driven decisions and hiring for key skills.

1. High Tech-High Touch RPO:
What the Doctor Ordered
for Boehringer Ingelheim
SERVICE DELIVERY: SD1
Presented by: Corry Ioli and Sue Marks

2. About Our Presenters
Corry Ioli
Sue Marks
Executive Director of
Talent Management and Talent Acquisition
CEO
Boehringer Ingelheim
@corryioli
Pinstripe & Ochre House
@SueMarks
#TalentMindset

3. Today’s Agenda
•
•
•
•
•
About Boehringer Ingelheim
Business and HR Strategic Plans
BI’s Talent Solutions Journey
Driving Decisions With Data
Addressing Your Questions & Comments

4. Value Through Innovation

5. Aligning Talent Strategies
to the Strategic Plan

6. Boehringer Ingelheim
BI Pharmaceuticals, Inc.
Ridgefield, CT
(Prescription Medicines,
Consumer Health Care,
Research & Development)
BI Vetmedica, Inc.
St. Joseph, MO
(Animal Health)
BI Fremont, Inc.
Fremont, CA
(Biopharmaceuticals)
BI Roxane, Inc.
Roxane Laboratories
Columbus, OH
(Generics and Distribution)
Ben Venue Laboratories, Inc.
Bedford Laboratories™
Bedford, OH
(Sterile Injectables)

7. Trust, Fairness, Development: Together with our employees,
we are creating the future of Boehringer Ingelheim
Talent management
•We foster ongoing employee development through our global talent
management approach
•Integration of Learning Agility from selection to succession
Leadership development
•Our global leadership development programs will develop leaders
who set direction, lead innovation, lead and manage change, lead
people & deliver results to ensure the sustained growth and
independence of the company
•To deliver on our talent management goals, leaders have to be
committed to developing and coaching employees and focusing on
identifying, growing and developing future leaders
Diversity and inclusion
•We believe that diversity in our workforce fosters innovation,
supports decision-making and increases our attractiveness as an
employer
•Diversity represents the differences and similarities between people,
inclusion brings together diversity to make the company better and
stronger because of each employee

8. BI’s Talent Solutions Journey
Overcoming Common Misperceptions

9. MYTH:
RPO providers are only
good at high volume
hiring solutions.

10. REALITY:
BI & Pinstripe created
a customized solution
equipped to deal
with complexity.

11. Roles in Partnership Scope
• Science: Research,
Development and Medicine
• Sales and Marketing
• Validation
• Environmental Health & Safety
• Regulatory Affairs
• Quality
• Clinical Research/Affairs
• Supply Chain/Logistics
• Sourcing/Purchasing
• PR, Governmental Affairs/
Communications
•
•
•
•
•
•
•
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•
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Manufacturing/Production
Legal
IT
HR
Engineering/Site Services
Business
Development/Services
Administrative
Ethics and Compliance
Accounting/Finance
Consumer Health Care

12. BI Executive Director,
Talent Management & Acquisition (1)
BI Talent Acquisition Operations Management (3)
Pinstripe Client Service Management (2)
Enabling
Functions
Pharma/
Commercial
Model
Science –
R, D & M
Technical/
Manufacturing
BI TA
Manager
BI TA
Manager
BI TA
Manager
BI TA
Manager
Pinstripe
Recruiters
(3)
Pinstripe
Recruiters
(6)
Pinstripe
Recruiters
(7)
Pinstripe
Recruiters
(6)
Pinstripe Talent Acquisition Coordinators (12)
Pinstripe Reporting & Compliance Analyst (1)
College & Diversity Recruitment Team (Pinstripe 2)
BI (1)

13. MYTH:
RPO providers are
transactional vendors
chosen to cut recruitment
costs.

14. REALITY:
BI & Pinstripe were eager
to form a consultative
partnership.

15. Maturity of RPO Partnerships

16. MYTH:
It is the sole job of the
buyer to drive change
efforts.

17. REALITY:
Pinstripe brought BI
experience driving
successful change
& transitioning
between RPO providers.

18. Basic Transition Checklist
 Clearly define expectations of incumbent provider, new provider
and internal organization.
 Inform incumbent provider of transition.
 Create Interim Recruiting Contingency Plan.
 Host transition meeting with all parties.
 Catalog all “knowledge transfer” from incumbent.
 Take or transfer ownership of database and third-party
tools/partnerships.
 Incentivize incumbent provider to continue performing.
 Continually assess progress and adjust as necessary.

19. Successful Change Management
Stabilization
Expectations
Partnership Evolution
Early Stage
Performance
Rhythm
*
“Raving Fans”
Leading &
Differentiated
Solution
*
6+
Months
3-6
Months
Responsiveness &
Correction
*
0-3
Months
• Four week post-launch
correction
• Learning Curve
• Address Applicant Flow
• Hiring Manager Assimilation
• Correct Process Assumptions
• Tweak Service Delivery Model
• Achieve Productivity &
Quality of Hire SLA targets
• Technology Productivity
• Differentiated Local Marketing
& Candidate pipelining
• Continuous Improvement
• Competitive Edge for
Candidates
• Employment Brand
Differentiation
• Leading Social Media Strategy
• Beating Hiring Managers
expectations for performance

20. Communicate, Communicate, Communicate.
• Identify and customize communications for each
stakeholder group.
• Clearly define expectations: 30-, 60- and 90-day.
• Tap a representative sample for voice-ofcustomer sessions; satisfied, unsatisfied, active and inactive
hiring managers.
• Provide several methods for questions and
feedback, but one central internal contact.
• Include host in all communications between
providers.
• Document and share all conversations, meetings
and agreement exchanges.

21. MYTH:
Using an RPO provider
dilutes your employment
brand.

22. REALITY:
Pinstripe brought BI a
renewed focus on
Candidate & Hiring
Manager experience.

23. Impression Center
• Enhances BI’s employer brand in the
communities they serve.
• Augments dedicated recruitment teams.
• Creates positive candidate and hiring manager
experiences through:
• Immediate availability.
• Single call resolution.
• Unprecedented responsiveness.
• Eliminates candidate black hole.

24. The Impression Center
"I have done a lot of phone
interviews in the last month and
you have the best candidate
experience. You really make me
feel like I am a human being by
giving me that extra time."

25. Bridge Team
• Manages the gap between an accepted offer and
the candidate’s first day.
• Background checks.
• Drug screens.
• Reference checking.
• Onboarding.
• Clearly defined approach ensures compliance and
mitigates risk.
• Acts as central point of contact for all candidate,
hiring manager and vendor management.
• Ensures high-touch candidate experience.

26. Hiring Manager Surveys
• 707 Hiring Manager surveys sent out – August 2013
• Previous Survey November 2012 (6 months after
Pinstripe engaged)
• No previous metrics
• 58% Response rate (412)
• Improved ~ 10% from 9 months previous in every
recruitment area!
• Planning & Administration
• Execution of Recruitment Plans
• Candidate Quality & Diversity

27. MYTH:
RPO providers only perform
transactional recruitment.

28. REALITY:
Together, BI and Pinstripe
consider end-to-end Talent
Acquisition & Management.

29. Building the BI Brand & U.S. EVP
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•
•
Created microsites across all business areas and the BI Cares Foundation
US EVP team focused on the “Employee Experience” : Culture, Learning
& Career Development, Total Rewards & Meaningful Work
US aligned with global EVP and Corporate Brand

30. Diversity Recruiting & Unconscious Bias

31. MYTH:
Achieving SLAs are
the only goal of an RPO
provider.

32. REALITY:
BI and Pinstripe are
committed to shared
leadership accountability

33. Transactional to Transformational
Traits of a Shared Accountability Partnership
• Moving beyond SLAs
• Complete Transparency
• Mutual Respect
• Access to Senior Leadership

34. MYTH:
RPO providers are tied to
specific technologies.

35. REALITY:
Pinstripe helped BI choose
best-in-class technologies
and implement transparent
analytics.

36. Talent Relationship Management
Technology Platform

37. Taleo Technology Implementation Results
No, 23%
ATS was easy to use
Yes, 81%
4% point increase in Satisfaction

38. Employee Referral Program Re-launch
Goal
Increase hires from
Employee Referrals to
decrease of costly
sources of hire and an
increase of employee
retention.

39. Driving Decisions With Data

40. Driving Diversity Though Social Recruiting
Sharing
your
Employment
Brand and
Company
Culture
Building an
Engaged
Talent
Community
Candidate
Communication
& Customer
Service

41. Understanding the Labor Market
Data-driven conversations around skill,
demographics and availability.

42. Using Predictive Indices

43. Oncology Launch Project
Launch
Meeting
20MAY
2013
1st Hire Date
18MAR 2013
Kick-Off Call
3DEC 2012
Position
Posted
10DEC 2012
2nd Hire Date
8APRIL 2013
Areas of Focus
•Sales experience
•College education
•Previous choice employers
•Source of hire – direct source focus
•Competitive salary – reduction in agency spend

44. Hiring Activity Dashboard
Year
Opens
Fills
TTF
*2012
2,797
2,840
46.7
2013
1,707
1,368
58.6
From 2012 to 2013, the following
sources of hire increased:
Direct Sourcing- 53%
Career Fairs- 40%
University Recruiting- 15%

45. Quality of Hire and ROI on Source of Hire
• Track new hire data annually to identify key trends in quality of
hires based on the source of the hire
Metrics include
performance and
retention rates for the
1st year and adding in
potential after the 2nd
year with the
company

46. What’s Next?

47. Talent Acquisition ABCDs
Achievements
Benefits
• Scaled and ramped as needed to support changing
• Talent Acquisition RPO Model can successfully scale
up/down…quickly!
As we continue to hire versatile talent and cross train staff,
we’ll increase depth and subject-matter expertise across
the team.
Solid partnership with TAMs – increasing engagement with
HRBPs.
volumes and priorities throughout 1st year of partnership.
Continuing to stabilize and optimize
Seeing improvements across the board with regard to
Overall solid HM feedback from 2012 Satisfaction Surveys
Successfully supported PM launches and expansions
Added key hires across the account
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•
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• Strong performance against agency competition. Proving
we can fill them just as fast if not faster and much cheaper.
Do Next
Concerns
• Hiring Manager “complacency”/lack of urgency
• Team retention – no flags but always on watch to
make sure we’re retaining top talent.
• Regional Challenges to identifying talent – need
more intel and targeted/customized/creative
sourcing solutions.
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Diversity focus
Targeted recruitment plans
Enhanced communications
Hiring Manager/New Hire Surveys
Recruiter Scorecards
Establish standardized reporting
Talent Analytics Function

48. Continuing the Journey

49. Q&A

50. Thank You & Contact Us!
Corry Ioli
corry.ioli@boehringer-ingelheim.com
@corryioli
Sue Marks
smarks@pinstripe.com
@SueMarks
http://www.pinstripetalent.com/resources/case-studies/