1.
​Sharon Tan
​Head of Talent Acquisition, Singtel Group
Building a Case for Change:
How Singtel transformed policy, process,
people and systems in order to build one global talent acquisition function

2.
Diversified Operations at a Glance

3.
Asia’s leading communications group
Group Consumer
§ Enrich customers’ lives with innovative
services, faster speeds & greater coverage
§ Continued investments in network, technology
and content
Group Enterprise
Offer comprehensive and integrated ICT
solutions across:
§ Mobile, voice and data infrastructure
§ Managed services, cloud computing &
cyber security
Group Digital Life
Next generation growth engines and digital
solutions that deliver relevant, timely and
personalized content and services

4.
Group Digital L!fe Highlights - Amobee

5.
Group Enterprise Highlights - Trustwave

6.
It starts with vision, and the clarity of vision.
Jeff Weiner

7.
Landscape prior to April 2015
State of play:
§ No global policy
§ Independent recruitment
§ Silo’s of 3 distinct business functions
without much interaction
§ No consistent process or technology
§ Lacking a clear EVP for the external
market

8.
Landscape prior to April 2015
Implications:
§ No clear guidelines or expectations for
function and business
§ Inconsistent hiring experience
§ Poor resource optimisation
§ Low credibility with the business
§ Low governance and potential risks to
the business
§ Unsustainable and inefficient model that
required change

9.
A management focus has been placed on transforming policy, process, people and
systems in order to build one global talent acquisition function.
Success Indicators
§ Faster Time To Hire
§ Overall Cost of hires to start
coming down
§ Improved Quality of Hires
§ Improved Customer Service
to Business
Communication
Roles & Responsibilities
Lift Capability
Organization structure
Recruitment & Selection
Refer A Friend
Types of Employment
(Contractor policy
consolidated into one)
Service Proposition
Sourcing
Interviewing
Offers / Onboarding
One HR
Dashboard/Metrics
Channels
Assessments
Social Media
Policy
Process
People
Technology
Starting the transformation journey

10.
First Move:
Building a centralized TA Function across brands
§ Build an effective global team
§ Process and resource optimization
§ Centralize management of vendors across APAC
§ Restructure the hiring experience and candidate experience
= Sustainable and efficient TA model
1

11.
Second Move:
Building capability and credibility
§ Global technology platform implemented
§ Derive strong insights from data
§ Offshore hub to support regional business needs
§ Governance and risk reduction
= Strong execution + get things done
2

12.
Third Move:
Building a Talent Brand
§ Strong social media agenda
§ Talent Engagement with a global strategy across brands
§ Project Plan with LinkedIn on specific tools and leverage
= Clear EVP for the market
3

13.
115818
82195
43898
6492
5932
Australia
Singapore
United States
Malaysia
United Kingdom
Top 5 countries that Singtel Group employees
are most connected with (number of
connections)
504
1286
2730
3297
6484
Amobee
Trustwave
NCS Group
Singtel
Optus
Over 14000 employees on LinkedIn broken across
the subsidiaries
Singtel Group’s collective network spans across 48 different countries.
We have unlocked a massive talent opportunity by leveraging LinkedIn’s products and tools.
A dedicated sourcing team and a strong social
media agenda

14.
Setting specific, measurable goals as part of the
transformation plan
342 Jobs posted on LinkedIn
28K+ Distinct Job Applicants
40K+ Job Applications
8k+ Total InMails sent
2.1K+ Distinct Recipients
26% Average Acceptance
Rate
36%
34%
32%
26%
22%
Singtel
Optus
Amobee
NCS Group
Trustwave
InMail acceptance rate by subsidiary
With metrics in place, we were able to track that Jobs and InMail activity by the Singtel team has also
been a resounding success
InMail ActivityLinkedIn Job Activity

15.
Job Postings and InMails translated into Impacted Hires
111
229
389
417
832
Amobee
Trustwave
Singtel
NCS Group
Optus
Total Impacted Hires across Singtel Subsidiaries
33%
37%
39%
44%
45%
Amobee
NCS Group
Trustwave
Optus
Singtel
Impacted Hires as a % of all hires

16.
Opportunities & Initiatives
Opportunity Areas
Team Structure & Capability
Social Media
Processes & Metrics
Branding &
Recruitment Marketing
Talent Pools
Initiatives
§ Change workshops
§ Starting of a dedicated sourcing team
and piloting of talent pools
§ Secondments, Peer mentoring
§ TAO set up and automation and
simplification are key
§ Commercial metrics for TA team and
Business

17.
Group Talent Acquisition 3 year roadmap
FY 2017
FY 2016
FY 2015
Building the Foundation & Consolidation
ALIGN and FOCUS
Embedding & Driving Further Cost Savings
ENABLEMENT
Focus on execution to increase overall quality, reduce cost
& increase satisfaction & retention
CONTINUOUS IMPROVEMENT
Strategy &
Operating
Model
Team
Structure &
Capability
Policy
Process &
Metrics
System &
Supplier
Managemen
t
Taking an approach to align and focus, enable and improve formed the milestones of the
strategic vision for Group Talent Acquisition.

18.
Financial
§ Cost Per Hire
§ Budget Reporting
§ Agency Spend Report
§ LinkedIn ROI Report
§ Benefit Reporting
§ Employee Referral Report
Internal Efficiency
§ Open and Filled Roles
§ Time to Hire
§ LOO production SLA
§ Recruiter Ratios
Customer
§ VOC Report (QOH, Candidate and Hiring Manager Survey results)
§ Recruitment metrics- Open and Filled roles
§ My Voice Summary Report
Summary Of Recruitment Metrics
People
§ Recruiter Performance
§ External channels/Recruitment Agency performance
§ Recruitment Support Operations performance
§ Recruitment Sourcing Team Performance
§ Annual KRA Report
§ Consumption/Demand Management Report
Diversity
§ Gender shortlist
§ Gender Filled roles
Process/Risk
§ Data Integrity Reports
§ PEC Monitoring & Assurance Reports
§ PEC Non Compliance Reports
§ Defects Reporting
Data Sources
§ SAP SS
§ LI
§ Finance