Sally Hunter, Cielo’s Managing Director & Global Accounts of EMEA, recently interviewed her client Jason Munoz, Global Director of Talent Acquisition and Employee Experience for Weatherford, as part of a webinar. They focused on how Munoz successfully created, socialised, and launched his vision of a global talent acquisition model.

International oil and gas company Weatherford – which operates in 70 countries worldwide – cites standardising its business operations as a key component in its global success. And the global talent acquisition strategy embraced that same corporate belief in focusing on excellent execution of operating procedures. As Munoz observes, all successful businesses within Weatherford have standard operating procedures and guidelines that allow for the consistent delivery of a quality product to the end client – and talent acquisition should be no different. When all business functions operate to the same high standards and rigour, your cohesiveness becomes your strength.

Weatherford’s vision was to elevate and globalise candidate and hiring manager experience. Munoz focused on his aim that, wherever a candidate comes into contact with his organisation: the experience should be the same. This approach ensures brand consistency and inspires trust in your brand. People know what to expect, and that is exactly what they get through every communication and contact point. One Weatherford experience – and it is no different for hiring managers.

This global approach means that when hiring managers (or candidates) move around the organisation, wherever they move from and wherever they move to, they have a familiar experience; they don’t have to re-learn or re-assimilate with lengthy on-boarding processes. Hiring managers can freely support new areas and geographies with the self-same confidence they would operate under in their home environment.

As their previous approach had grown organically and locally from the bottom up it could feel ‘sporadic’, Weatherford needed a global methodology that could still feel ‘local’, around the globe. For Munoz, the first step to rolling out his global talent acquisition (TA) vision was selecting the right partner who could make his ambitions reality.

Working together to manage the global change programme was a huge undertaking – made more complex by having to do the whole planning, implementation and go live virtually, due to the global events in 2020.

The first part of the change programme for Munoz and Cielo was designing the end-to-end service and enabling the technology - with the hiring manager and candidate experience always at the core of the design process. Translating the solution into policy came next and leveraging Cielo’s Recruitment Process Outsourcing (RPO) track record to drive change across the organisation.

Munoz stresses the importance of walking business leaders through these planned changes; being inclusive at every stage. Regional leaders will naturally show concern about their needs being met through a more global model, so transparency is key. Munoz shares how he set up a steering committee early on, with an internal project management group. And despite initial reserve from stakeholders, who were concerned about the cost of change, he was able to create a business case that showed significant savings.

Munoz identified that they would realise over $5.5million in cost savings/cost avoidance through the launch of their global RPO model. Munoz generated board enthusiasm for the change by translating that cost saving into the revenue that Weatherford consequently didn’t have to generate (as there were lower central costs that needed to be paid). A business case that the board were happy to sign off.

The dedicated Cielo implementation team worked under the sponsorship of Munoz to operationalise the global strategy. The partnership approach established with the business leaders early on, was a solid foundation that was built on during the virtual implementation. This resulted in the launch of the service going live on schedule, even considering that the model needed to deliver a greater number of new employees than the initial plan foresaw. Ultimately this proved Munoz’s point in the first year of service - that the global RPO partner would enable flex and agility whilst delivering a global and locally nuanced service.

To hear the replay of the webinar please click here.