World-class recruiter

World-class recruiter - Target 1

To implement and roll out Career Scout, our global electronic recruitment system, supporting worldwide hiring in all our operating markets, as follows:

  • 2008: in each of our key markets within Europe, United States and the Asia-Pacific Region
  • 2009 and beyond: in Russia and Latin America
  • 2010: in key retail and wholesale markets throughout the world including Eastern Europe, Southeast Asia and Australia.

Why was this target chosen?

We chose to implement a global recruitment system to create one consistent recruiting process around the world, and to leverage the ability to share knowledge, best practices and candidates.

What was the approach taken?

We decided on a global e-recruiting system because it offers so many advantages:

  • Costs - one global contract versus many local contracts is a strong cost-saver.
  • Visibility - visibility of jobs worldwide allows recruiters to become more aware of succession opportunities for internal employees. It also allows external employees to see all adidas Group jobs around the world.
  • Headhunter usage - having one candidate pool of hundreds of thousands of candidates allows HR people worldwide to access candidate information from jobs that their HR colleagues may have been working on. With previous systems, candidate information was not shared, so that there could be a candidate that was not right for Job A, who could have been right for Job B, but HR would not have been able to see that candidate.
  • Global reporting - having all recruitment activities, jobs, candidates, etc. in one system allows for global reporting. It allows us on a global level to see open positions, the most effective candidate sources, the volume of candidates (by function) as well as the costs per hire.

Score

75 percent

Barriers encountered along the way

There have been several challenges in the e-recruiting projects. Communication and training have been big challenges because most people who use the system are not recruitment specialists. They recruit as part of their job so they don't necessarily have the time that recruitment specialists might have to invest in using the system to its fullest.

Budget has also caused issues, with constraints in the IT budget limiting our ability to expand the system's tools, features and functionality.

In addition, as with any complex project, the project team of internal and external people had to establish successful working relationships.

Conclusion

The organisation has saved hundreds of thousands of Euros over the course of the last two years due to running fewer systems, increasing candidate applications as well as reducing our dependence on headhunters.

This project has also provided a platform to expand our knowledge of other recruitment topics such as sourcing and employer branding by establishing a project team that is keen to build a world-class recruiting approach.

Lessons learnt in 2008

The current financial crisis has prevented us from being able to expand in 2009 the way we had originally intended to. Initially we hoped to include Latin America and Southeast Asia, but this portion of the project is on hold.

New target for 2009

We aim to extend e-recruiting to Russia in 2009 as well as provide better training for the existing users on the system.

World-class recruiter - Target 2

To implement an employer branding strategy in all our operating markets.

Why was this target chosen?

The employer branding strategy of the adidas Group is critical to our overall success and is a major component of the world-class recruiting initiative. Similar to marketing, our approach to employer branding creates consistent and truthful messages that tell the story of the adidas Group and our brands to active and passive candidates.

The messages are designed to provide people with an understanding of what we do, what it's like to work for the adidas Group and how they might fit into this organisation. As a part of our employer branding strategy, we have included a key sub-project focused around 'candidate experience'. We feel strongly that unless we put measures in place and standards around how we interact with potential candidates, all of the effort around communication of our brand will be compromised. An effective employer branding strategy draws people to actively seek out the company, and increases the awareness of us as an employer to passive candidates not actively looking for new opportunities.

What was the approach taken?

People are very familiar with our products and brands but often unaware of what type of career opportunities may exist within the organisation. We felt a strong need to put together a team of people from all brands and most locations around the world to create a consistent message to attract people from our target groups. And by doing this, it will allow us to identify the best people to work for the adidas Group and help us reach our business objectives.

Score

50 percent

Barriers encountered along the way

The main barrier is communication around the organisation. With so many people involved in the HR recruiting processes around the world, it is difficult to communicate the message to each and every one. There are still some inconsistencies in how we communicate our messages and how we position ourselves.

Conclusion

The adidas Group has gained a lot of recognition with our current efforts. We have had the opportunity and continue to get opportunities at top recruiting conferences around the world to educate other companies about our strategy.

In addition, we have expanded awareness of our brand strategy throughout the United States, many parts of Europe, Russia and now Asia.

Lessons learnt in 2008

Restrictions in budget have made us review our current strategy and cancel some key projects. We have identified some no-cost routes that will help us continue to make progress.

New target for 2009

Our target for 2009 is about expanding what we have already started in other parts of the world, so more communicating about our brands.

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Within this report
KEY
  • 0%: no progress
  • 10%: initiated
  • 25%: partly complete
  • 50%: good progress
  • 75%: substantially complete
  • 100%: fully complete