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Short case studies that demonstrate best practice in HR
Introducing an integrated recruitment solution for a distribution network with 600 outlets across 15 countries is no small task. Xerox's Sandrine Geffrouais-Guétin describes how they did it.
Xerox Europe's distribution model is based on a network of monobrand channel partners. The outlets, known as "concessionaires," account for 50 percent of the company's revenue. To support our concessionaire channel's recruitment drive, assist with sales force management and increase company growth, Xerox has implemented a panEuropean HR strategy including a comprehensive e-HR service for the network of 600 concessionaires across 15 European countries.
We wanted to bring a superior level of support to our operations in Europe in terms of HR strategy, recruitment, people management and employee loyalty. We also wanted to encourage our 4,500 salespeople to develop a panEuropean team spirit and loyalty to the Xerox brand.
Drivers for change
There were several drivers for bringing in the new system. We receive an average of 100,000 applications to source 2,000 openings in the concessionaire channel, but our go-tomarket strategy was very different from country to country. Some countries were still using expensive headhunters whereas others were more efficient and used job boards well. There was no economy of scale or pan-European "voice" to the job market so we were duplicating cost and time and not presenting a consistent employer brand.
Second, we weren't managing the large volume of applications well. We were sourcing candidates without a good process to respond to them, whether they were going to be our next concessionaire employee or - just as importantly - go on to be their next customer.
Third, because of the geographically dispersed nature of the channel we needed to develop a sourcing strategy for remote areas, not just the major European...