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Shell InDemand: Game-changing strategies for building a remarkable brand | Talent Connect London 2014

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Shell shares insights and data from their employer brand transformation. Learn how they leverage the people, inspiration and innovation at the heart of their organisation to tell their story.

Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf

Publicada em: Recrutamento e RH
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Shell InDemand: Game-changing strategies for building a remarkable brand | Talent Connect London 2014

  1. 1. SHELL INDEMAND: GAME-CHANGING STRATEGIES TO BECOMING AN EMPLOYER OF CHOICE THE SHELL RECRUITMENT JOURNEY
  2. 2. 2 DEFINITIONS AND CAUTIONARY NOTE The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies over which Royal Dutch Shell plc either directly or indirectly has control. Companies over which Shell has joint control are generally referred to “joint ventures” and companies over which Shell has significant influence but neither control nor joint control are referred to as “associates”. In this presentation, joint ventures and associates may also be referred to as “equity-accounted investments”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect (for example, through our 23% shareholding in Woodside Petroleum Ltd.) ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest. This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘goals’’, ‘‘intend’’, ‘‘may’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘plan’’, ‘‘probably’’, ‘‘project’’, ‘‘risks’’, “schedule”, ‘‘seek’’, ‘‘should’’, ‘‘target’’, ‘‘will’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this presentation, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional risk factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended December 31, 2013 (available at www.shell.com/investor and www.sec.gov ). These risk factors also expressly qualify all forward looking statements contained in this presentation and should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, 12 November 2014. Neither Royal Dutch Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this presentation. We may have used certain terms, such as resources, in this presentation that United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov. You can also obtain these forms from the SEC by calling 1-800-SEC-0330.
  3. 3. AN EXCITING TIME TO BE IN ENERGY OUR JOURNEY OF TRANSFORMATION OUR LEARNINGS TODAY’S PRESENTATION
  4. 4. NOW IS A VERY EXCITING TIME TO " JOIN AN ENERGY COMPANY The growing realisation that key resources, Energy, Water and Food are interconnected
  5. 5. THE NEW ENERGY FUTURE BY 2050 Rising energy demand, supply pressure, climate change Approx. 9 billion people " (2 billion more than today) 75% living in cities Approx. 2 billion vehicles " (1 billion at " the moment) Energy demand could double from its level " in 2000.. ..while CO2 emissions must be significantly reduced to avoid serious climate change The need to probably become twice as efficient, using half the energy to produce each dollar of wealth The aim to produce approx." 3 times more energy from renewable sources It is hoped that many millions of people will rise out of energy poverty; with higher living standards, energy use rises The World expects:
  6. 6. 70+ countries where we operate in 92,000 talented people employed worldwide $304 million spent on training and development of employees SHELL AT A GLANCE ENERGY PRODUCTION & DISTRIBUTION 52% natural gas production INNOVATION $1.4 billion" spent on R&D Over " 15,000 patents Top10 ‘Most Admired ‘Companies " in Innovation – Fortune 2% our share " of the world’s oil production 3% our share " of the world’s gas production 9 billion litres of biofuels distributed $865 million Quest Carbon Capture and Storage (CCS) Portfolio of Alternative Energies
  7. 7. INNOVATION, SCIENCE & TECHNOLOGY " AT THE CORE OF OUR BUSINESS PROJECTS Unique innovations have allowed us to develop groundbreaking projects like our floating LNG facility and our Gas-to-Liquids technology. PRODUCTS Differentiation, performance " and innovation in fuels, lubricants, chemicals and other products. From developing cleaner and more efficient fuels to GTL Kerosene for aviation. RETAIL & OPERATIONS Bringing innovation to over " 43,000 retail stations, millions of customers and partners everyday. Selling transport fuel to some " 10 million retail customers.
  8. 8. ATHABASCA OIL SANDS PROJECT PORT ARTHUR REFINERY QATARGAS 4 PEARL GTL SAKHALIN II PERDIDO PARQUE DAS CONCHAS (BC-10) SHELL EASTERN " PETROCHEMICALS COMPLEX PRELUDE GUMUSUT QUEST FOR TALENT
  9. 9. REASONS TO CHANGE ! Improve brand perception & differentiation ! Improve quality of hires ! Improve candidate experience ! Build pipelines and convert passive candidates ! Increase agility and cost effectiveness ! Future-proof Shell Recruitment
  10. 10. OUR JOURNEY OF " TRANSFORMATION ! Driving Recruitment Excellence ! Bringing our Employer Brand to life ! Engaging with our Audience ! Impact on Recruitment
  11. 11. DRIVING RECRUITMENT EXCELLENCE GLOBAL BENCHMARK CANDIDATE EXPERIENCE BUSINESS INVOLVEMENT TALENT ACQUISITION SYSTEM BRAND & EMPLOYEE VALUE PROPOSITION ASSESSMENT REFRESH RESOURCE " FORECASTING EMBRACE TECHNOLOGY TARGETED UNIVERSITIES RECRUITING EXCELLENCE “RECRUITMENT QUALITY INITIATIVE”
  12. 12. OUR JOURNEY OF " TRANSFORMATION ! Driving Recruitment Excellence ! Bringing our Employer Brand to life ! Engaging with our Audience ! Impact on Recruitment
  13. 13. WHAT DO PEOPLE THINK ABOUT LIFE AT SHELL? Words candidates used to describe Shell Words employees used to describe Shell Source: Shell’s candidate and employee research
  14. 14. WE NOW HAVE A GLOBAL INSIGHT-DRIVEN RECRUITMENT EVP 4 dimensions to our Employee Value Proposition TOGETHER DISCOVER & PROPEL IMPACT CONNECTED
  15. 15. EMPLOYER BRAND CREATIVE EVOLUTION
  16. 16. BRINGING OUR EMPLOYER BRAND TO LIFE
  17. 17. BE CREATIVE IN USING THE ASSETS AVAILABLE Motorsport Sponsorships " & Partnerships
  18. 18. WHAT IF AN ENERGY COMPANY COULD BE ‘COOL’ FOR STUDENTS?
  19. 19. GENERATING IDEAS AND INSPIRATION Together we can #MAKETHEFUTURE
  20. 20. OUR JOURNEY OF " TRANSFORMATION ! Driving Recruitment Excellence ! Bringing our Employer Brand to life ! Engaging with our Audience ! Impact on Recruitment
  21. 21. SHARING OUR STORY – CONTENT AND CHANNELS PARTNERSHIP CONTENT LinkedIn & Channels Shell Talent Community (Relationship-centric recruitment) Advertising & Print “CONTENT IS KING, BUT DISTRIBUTION IS QUEEN AND SHE WEARS THE PANTS” Jonathan Perelman Shell.com/careers (website) Events/Webinars
  22. 22. A FRAMEWORK FOR CONTENT DISTRIBUTION INFORM Help potential candidates to understand Shell better, and how they can develop their career with Shell Show that they have the same values and purpose as Shell ACT Encourage talented candidates to express an interest or apply to Shell BELONG Make them feel part of Shell from the moment they take action INSPIRE Excite and inspire about the innovative work Shell does and the opportunities this provides for potential candidates OBJECTIV E
  23. 23. 1,200,000+ Followers #1 InDemand Employer in " the Energy sector globally; " 12th most InDemand employer; 85% of Shell employees active Followers of the Shell Page on LinkedIn100k to 1 million in 2 years! 167,070 September 2012 1 Million 26 June 2014 GROWING OUR FOLLOWER BASE 5,200,000+ Followers/Likes #1 in energy sector by " 5 times; >500 million " users reached 200,000+ Followers #1 in energy sector; " 100% organic growth 500,000+ Followers Across 17 Twitter " Handles 200k@Shell; " ~40k Shell_Careers
  24. 24. 1,952,072 IMPRESSIONS ENGAGING FOLLOWERS WITH INSPIRING CONTENT 700,344 IMPRESSIONS 537,943 IMPRESSIONS 3,526,872 IMPRESSIONS 2,780,857 IMPRESSIONS
  25. 25. OTHERS TELLING OUR STORY… 9% Engagement rate 8% Followers engaged
  26. 26. ENGAGEMENT HAS TO BE EARNED BECAUSE PEOPLE BELIEVE AND TRUST PEOPLE MORE THAN BRANDS AND WE" WANT TO GIVE OUR PEOPLE A VOICE
  27. 27. EMPLOYEES ARE OUR BEST AMBASSADORS SOCIAL AMBASSADOR PROGRAMME CAMPUS AMBASSADOR PROGRAMME MENTORS & REVIEWERS EMPLOYEE REFERRAL PROGRAMME KNOW LIKE SHARE PARTICIPATE INTERVIEWERS & " ASSESSORS
  28. 28. OUR JOURNEY OF " TRANSFORMATION ! Driving Recruitment Excellence ! Bringing our Employer Brand to life ! Engaging with our Audience ! Impact on Recruitment
  29. 29. IMPACT ON RECRUITMENT 1. Employer Brand has become stronger 2. Improved Candidate Experience 3. Improved Quality of hires 4. Proactive talent pool building with Shell Talent Community 5. Engaged assessor and interviewer pool 6. Involved employees. Employee Referral Programme a " top performing channel 7. Reduced average cycle time from application to hire 8. Decreased recruitment search agency spend 9. Excellent reporting capabilities and management intelligence Copyright of Shell
  30. 30. KEY TAKE-AWAYS ! Focus on enhancing overall quality ! Build a strong Employee Value Proposition and Brand Strategy ! Create inspiring content and distribute it through relevant channels ! Empower employees to share their story ! Monitor progress and keep evolving

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