In order to recruit for 1,000 new roles at the centre, Network Rail had to embark on the largest recruitment campaign in its history.
Last year, it set about advertising, in a bid to raise positive awareness in the local area. The company committed to recruit, mindful of diversity and as such used traditional radio channels, leaflets, mobile marketing, behavioural targeting, Google advertising and local print to ensure the full population was reached, so they would know Network Rail was coming, before jobs were advertised.
With potential recruits keen to find out more, Network Rail set about a targeted recruitment campaign, using online advertising, social media and traditional job listings. It also spoke at meet-and-greet events to add a personal touch to the company. This resulted in 15,000 people from all walks of life applying for jobs at Network Rail. The organisation created a selection delivery team, working alongside HR. The process started with an automated process for candidates, where they were asked two 'killer questions', followed by online psychometrics. This narrowed the candidate pool to 3,000 and the organisation set about the interview process.
By March this year, 550 candidates had gone through the recruitment process (against a target of 330) and 483 starters have already been recruited and completed the onboarding process; this is made up of websites to consult before commencing employment, video profiles to view current staff, checklists to help employees prepare and day-long corporate inductions.
In 2010, 12.7% of staff were female. In Milton Keynes today, it has tripled, to 37.5%. And in 2010, 4.4% described themselves as black, Asian or from an ethnic minority. This has soared to 47% in Milton Keynes. Of the new recruits, 88% agreed the onboarding process was a good use of their time.
Judges loved the clear strategy Network Rail adopted and were impressed with the investment of both time and money in executing it. They agreed the changes marked a 'massive transformation' for the organisation in a highly unionised environment and viewed this to be a culture change, shaking-up an 'old-school' mindset.
The strategy was carried out in a period of intense demand for Network Rail's resourcing team and allowed the company to make the biggest changes ever to its attraction, assessment and onboarding systems. For Network Rail, it wasn't about getting numbers through the door, but engaging and attracting people that could change the future of Network Rail.
This has been designed and implemented in a year, from a blank canvas, and has raised the bar for recruitment across an entire organisation, forever.
Finalists
• Capgemini UK
• Jaguar Land Rover
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