Q. Can you tell us a bit about your current role and what problems you solve on a daily basis?
At Philips, I lead Talent Sourcing for Asia Pacific, we are one of six specialisms within Philips’ Talent Acquisition organization – which includes Campus, Executive Search Services, Recruitment Marketing, Talent Acquisition, Talent Sourcing, and TA Operations & Technology.
My role is focused on delivering sourcing innovations and business outcomes by harnessing market/competitor intelligence, emphasizing on high value targets (HVT), leveraging a long term and talent centric model, to offer a total-solution to our business leaders. We have shifted away from day-to-day requisition based sourcing – to sophisticated talent sourcing programs – that we may gain an edge in the war for talent.
Q. From a talent acquisition perspective what keeps you awake at night?
To win the war for talent, Talent Acquisition needs AGGRESSIVE innovations. We are currently delivering a total-solution concept to our business managers at Philips. This programmatic approach encompasses a cocktail of strategies from Recruitment Marketing, Talent Sourcing and Talent Acquisitions teams (eg. customized EVP, hard/ soft market intelligence, talent pool data, high value targets, hiring manager “sales kits”, internal talents, etc.).
But we cannot do this alone. We need our business leaders and hiring managers to know their part in the war for talent. We need them to understand the need for innovations and the changes that accompany. This is not accomplished overnight.
So it is not easy for western talent sourcing methodologies and tools to permeate the Asia markets – which in turn hampers the development and advancement (of the latter).
Q. In your opinion, is sourcing conducted differently in Asia? How advanced is sourcing in Asia?
Yes; Asia has very diverse markets with huge differences in political and economic landscapes, coupled with religious, cultural and language differences. So it is not easy for western talent sourcing methodologies and tools to permeate the Asia markets – which in turn hampers the development and advancement (of the latter).
However, talent sourcing is not a tool – it is a concept. By understanding and embracing this concept, Talent Acquisition colleagues in the region can and will find their own ways to fulfil the benefits of talent sourcing. And that’s why we have events like this – to help our profession cross-pollinate ideas.
Q. What issues will you tackle at #sosuasia?
I’ll like to discuss Philips’ talent sourcing directives for 2016 – Smart Sourcing. Its pillars include the concept of High Value Targets, intel driven collaboration, running sourcing like sales & marketing and talent journey and experience. I’ll also like to share few case studies and innovations we’re undertaking at Philips.