Rohit Joshi
Head of Talent Sourcing EMEA
Philips
Content Hub speaks to Rohit Joshi, the Head of Talent Sourcing EMEA at Philips, to hear his professional insights into how he develops a talent pipeline.
My name is Rohit Joshi and in my current role I lead Talent Sourcing for Philips Healthcare across EMEA. I started my career in India as a recruiter and in the last 12 years since then, I have lived and worked in 5 countries across Europe and Asia and have led recruiting for varied roles – across industries and seniority levels. Experiencing and working in different cultures has been a tremendous learning opportunity for me both personally and professionally. I used to be the Head of Recruitment for Infosys, EMEA prior to my move to Philips. Healthcare is a great sector to be in, and being with Philips offers me an opportunity to be part of a company that is at the forefront of improving people’s lives.
The key to building a talent pipeline is active engagement.
First part is to have a good mix of engagement forms. Whether it is emails, newsletters, meetups or 1-1 interactions. Though engagement forms can be varied, the essence is to get to know your talent pool and build a long term relationship with them. Think about what you can offer to the talent community? Could you sponsor them to meet up? Could you offer content? Could you offer a training?
The second important aspect is systems and tracking. If not tracked appropriately, engagement would not create long term value. The starting point is a CRM from where you think about how and who cultivates your talent pool?, how often? What you do include in your communication?
Real life: We have followed a systematic approach to build talent pipelines in certain key areas for us –
a) Have a target set of companies
b) Research their employee base
c) Actively reach out to the ones you are interested. We do not pitch a job, the idea is just to get to know people, talk to them about what we are all about and if they are interested include them in our candidate CRM
d) Have regular interactions with your talent pool (newsletters etc)
The big change in Philips TA has been moving from a “Business driven structure” to a more “Candidate Centric Organization”. We are exploring having a functional recruitment model which will have recruitment experts in certain key skill areas which will manage roles across business units along with the traditional model of having dedicated recruiters assisting a particular geography or business group.
Despite HR being a human-centric discipline, technology is rapidly evolving the conventions of good practice. We have put together a free 11 page e-book which includes:
– NASA’s perspective on the rise of the bots
– ‘Getting social’ with Deutsche Telecom
– Karen Brown at Baker McKenzie address humanised technology
– The concept of human robotic partnership
