Building Capability 2013 - Gaining the Talent Edge, Andy Dolby, Write Research

Gaining The Talent Edge;

How to close the gap between Workforce Planning and Talent Acquisition strategies…

The Forum for In-House Recruitment Managers

Building Resourcing Capability Friday May 17 2013


How to close the gap between Workforce Planning and Talent Acquisition it’s a kind of magic.

Global Talent Acquisition,

Research & Insight

MARKETS

ORGANISATIONS

PEOPLE

Strategic Talent Acquisition Report

Launched at The FIRM Conference in Sept 2012.

Findings based on Audience Voting at the conference (102) & online survey (264).

Key areas of focus:- The increasing strategic importance of

talent acquisition - Key priorities for Resourcing professionals- Measuring the effectiveness of talent

acquisition strategies- The capability and expertise of in-house

teams- The development of talent pipelines

aligned to workforce plans- Career pathways for in-house Resourcing

professionals

Gaining The Talent Edge….…a metaphor.

Inspired

Hard work

Constant maintenance

A firm grip

Organisational Effectiveness

Target

Gaining The Talent Edge….…a metaphor.

Inspired

Hard work

Constant maintenance

A firm grip

Aligned to organisational goals

A question will appear on the screen with numbered options, when you’re asked to vote press the corresponding number on your keypad.

If you wish to change your choice simply press your new selection. Your last button pressed is the vote cast.

Voting Procedure

“Sir Alex Ferguson is without doubt, the greatest living Briton.”

Do you…..?

1) Agree strongly

2) Agree

3) No opinion

4) Disagree

5) Disagree strongly

7%

6%

14%

22%

52%

65% believe recruitment is viewed ‘more importantly’ by senior managers than before the recession.

Of whom, 22% think it is seen to be ‘significantly more important’.

50% believe that senior directors now see recruitment as of ‘above average importance’.

The increasing importance of talent acquisition.

Of whom, 15% think it is ‘a source of competitive advantage’.

1) The move from ‘recruitment’ to ‘talent acquisition’ represents more than a change of name and reflects a transformational shift in the importance of identifying and engaging high performing people for critical roles.

Do you…..?

1) Agree strongly

2) Agree

3) No opinion

4) Disagree


23%

46%

8%

17%

6%

52% indicate that ‘developing and implementing strategic resourcing plans and initiatives’ is one of the top 3 activities that occupies the majority of their time on a day-to-day basis .

25% are also ‘participating in wider business planning processes’.

Talent acquisition has an increasingly strategic dimension.

90% of organisations now have a formal recruitment strategy and policy.

66% believe ‘recruitment’ would be best placed as part of an integrated ‘Talent’ function.

2) We are increasingly being asked to think strategically and take action that will contribute to the long term success of the organisation and not just fill an open hiring requisition.

Do you…..?

1) Agree strongly

2) Agree

3) No opinion

4) Disagree


32%

53%

2%

11%

2%

Workforce planning is central to strategic talent acquisition.

49% of The FIRM Conference delegates believe ‘developing an effective workforce planning process’ is central to Resourcing becoming a strategic partner.

70% believe the strategic objective of a resourcing function should be to ‘contribute to organisational effectiveness’.

32% rank ‘moving to proactive strategic resourcing aligned to manpower plans’ as a top 3 priority.

71% believe recruitment would be best supported by an ‘integrated talent management technology platform.’

3) For talent acquisition to become truly strategic there must be a clear articulation of future hiring requirements (both internally and externally) developed within a formal workforce planning process.

Do you…..?

1) Agree strongly

2) Agree

3) No opinion

4) Disagree


48%

45%

2%

3%

1%

Workforce planning continues to be poorly developed.

In 13% of organisations workforce planning does not happen at all.

Only 4% believe their workforce planning is ‘well developed with a high correlation between forecast and actual activity’.

86% rate their organisation as ‘average’ or worse when it comes to workforce planning

37% think their workforce planning activities are ‘below average ’.

4) We have a clear view of the future talent requirements of our business and we can precisely define the areas where we will need to build pipelines of talent to meet future hiring needs.

Do you…..?

1) Agree strongly

2) Agree

3) No opinion

4) Disagree


1%

20%

8%

52%

19%

5) ONLY FOR THOSE WHO DO NOT AGREE WITH PREVIOUS STATEMENT…

Do you have a problem due to…?

1) Lack of buy-in from management

2) Unpredictable external factors

3) Absence of a structured approach

4) Shortage of internal resources

5) Disconnect with organisational goals

12%

25%

54%

6%

4%

Talent pipelines are seen as an important part of the future.

56% place ‘building proactive talent pipelines/communities’ as a top 3 priority.

21% now rate ‘proactively building talent pipelines’ as one of the three activities that occupies the majority of their time.

27% believe they have a ‘better than average’ approach to building a pipeline of external candidates for future opportunities.

15% describe their use of talent pipelines as a source candidates for new vacancies as ‘better than average’.

6) Talent pipelines are one of the most important components of a strategic approach to talent acquisition.

Do you…..?

1) Agree strongly

2) Agree

3) No opinion

4) Disagree


37%

47%

5%

11%

0%

7) ONLY FOR THOSE WHO DO NOT AGREE WITH PREVIOUS STATEMENT…

Do you disagree because…?

1) You think ‘pipelines’ are just a fad

2) Unsuccessfully tried to build a pipeline

3) Built pipelines but found it rare to actually appoint anybody

4) Studied but decided not to proceed

5) Not really considered pipelines

0%

0%

50%

50%

0%

Internal teams lack the experience to build successful pipelines.

43% describe their approach to building pipelines as ‘below average’ or they have ‘no co-ordinated plan’.

55% describe their current use of talent pipelines to source candidates for new vacancies as they arise as ‘below average’ or ‘rare’.

Only 19% would describe the competence of their internal team as ‘expert’ for building talent networks. 30% describe their internal

team as ‘beginners’.

8) Our internal team is fully up-to-speed with all the skills and techniques required to successfully build, manage and sustain a pipeline of candidates to meet current and future hiring needs.

Do you…..?

1) Agree strongly

2) Agree

3) No opinion

4) Disagree


5%

9%

8%

66%

13%

Gaining an understanding of the external talent market.

Only 6% have a ‘very limited external perspective’.

9% have a ‘deep insight…gained through structured research and mapping’.

39% have a ‘basic knowledge gained as a product of normal activity that could be improved’.

47% have a reasonable understanding based on ad hoc desk research and information gathering’.

9) We have a very good knowledge of the external market with a deep insight of where to look for critical talent and deep understanding of our position with respect to rewards and brand perception.

Do you…..?

1) Agree strongly

2) Agree

3) No opinion

4) Disagree


7%

30%

5%

50%

8%


A conceptual model

Resourcing

AcquisitionIntelligence

Insight

WORKFORCE PLANNING

73% ‘measure time to hire’.

Only 23% measure ‘critical role succession coverage’.

Renegotiate your KPIs to reflect strategic goals.

74% measure ‘cost per hire’.

Only 27% measure ‘new hire performance in post’.

Do it now, before operational priorities exceed capacity

55% are likely to manage more elements of permanent recruitment internally.

67% expect permanent recruitment to either remain ‘roughly constant’ or ‘slightly increase’.

35% already handling 21 or more open roles.

54% do not expect the size of the internal team to change.


Is really just the ability to predict the future…

…and that actually is a kind of magic