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Sample Talent Acquisition Strategy
and Roadmap
Rational for Change – Our Ambition
2
From…
Having a lack of external awareness that we are an employer of choice.
Taking a predominantly short term, reactive and traditional approach to
sourcing our talent.
Relying heavily on our agency suppliers rather than build our own
capability to engage and source talent directly
Average cost per hire is 50% greater than that of the external market
To…
Being a known employer of choice that proactively sources, attracts and
engages directly with the best external talent
Having an engaged external talent pool and pipeline of suitable
candidates
Delivering a world class candidate experience
Having diverse and effective sources of attracting and sourcing talent
3
The Step change Required
REACTIVE PROACTIVE
VACANCY FILL
NEED DRIVEN
CLIENT / CUSTOMERRELATIONSHIP
COST DRIVEN
EMPLOYER BRANDAWARENESS
RECRUITMENT
GENERIC
STANDARD
CANDIDATEATTRACTION
CANDIDATEDRIVEN
PARTNERSHIPWITH AGENCIES
TALENT DRIVEN
BRAND ENGAGEMENT
FLEXIBLE
TALENTACQUISITION
CREATIVE
4
External Benchmarking
(Insert Comparison data for industry averages)
Cost per Hire
Time to hire
Quality of Hire
Source of Hire
Agency usage
Vacancy fill rate
NPS 57% have an average cost per hire of under £2,501
Our average cost per hire is £5,089
Talent Acquisition Objectives
• Create internal capability of talent acquisition
• Meet current and future business needs through proactive sourcing of great talent
• Ensure we have the best talent to drive the business forward
• Build up key market knowledge of who and where talent is – internally and externally
• Pipeline external talent for mission critical roles to complement our internal ‘build’ pipeline
• Develop our employer reputation and brand through sharing our special story
• Engaging and creating advocacy with our resourcing partners and current employees
• To become “a talent magnet”
5
6
UK Talent Acquisition Strategy
Phase One Phase Two Phase Three
Establishing theTalent Acquisition
Framework
Building the Talent Pipeline
Talent Relationship Management
7
UK Talent Acquisition Strategy
Phase One Phase Two Phase Three
Establishing the Talent Attraction Framework
• New team structure• Team capability• Identify EVP for each
area• New Employer Brand• Careers site• Online strategy
(phase 1)• PSL• Establishing Metrics• Referral scheme• Systems ie ATS• BAU
Building the Talent Pipeline
• Online strategy Phase 2
• Roll out Employer Brand
• Talent Pooling(Alumni scheme)(Silver medallists)
• Functional attraction plans
• Future Talent• Diversity• Team capability• BAU
Talent Relationship Management
• Ongoing dialogue with the talent pool
• Employer Brand at every touch point
• Pro-active sourcing not reactive
• Active pipeline management
• Future Talent• Online (Phase 2)• Focus on selection• Team Capability• BAU
Organisational Principals
• No increase in total cost
• Clear roles and responsibilities
• Capability to respond flexibly to both resourcing and L&D
• Simple & efficient ways of working
• Ability to respond to changes in recruitment market place and be proactive
• Jobs that are challenging but achievable
• Clear career pathways
8
9
The Goal
Achieve this through:
• Building talent infrastructure and team
• Developing an employer brand that attracts the best talent
• Creating an unbeatable candidate experience and EVP
• Establishing a Talent Management function that proactively sources, develops and retains great talent
Talent Community
Considerations
• Investment will be required
• Not a profit centre
• 3 year programme of change
• Not just a supply model and therefore not all costs can be linked to transactional activity
• This is about building a centre of excellence and adding value beyond transactional activity
• Workforce highly variable and currently difficult to anticipate so some assumptions need to be made
• UK agency rates are highly competitive in all businessesDirect sourcing is the only real option to reduce cost
10
11
2020/2021 Plan - Recruitment
Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Jan – Jun 2021
Strategy
• Basic strategy and actions defined
• Skeletal road map in place
• Well defined 3-5 year strategy aligned with business strategy
• Define ambition • Create road map• Ensure structure and
processes in place to support strategy deployment
• Strategy implementation• Continual evaluation and
review
Recruitment Responsibility
• Dedicated recruitment individual with knowledge and experience of recruiting
• Reliance on agencies for market knowledge
• Knowledgeable recruitment team with specialist skills in recruitment best practice
• Recruitment KPI’s & strategies are implemented and achieved
• Recruit additional resource• Attend events within sector
to build knowledge• Monthly Talent TCs
arranged
• Induct two new team members into business
• Strengthen teams network internally and externally
• Build relationship with Pet and Food talent team
• Build external networks and profile
• Achieve min 10% savings on recruitment costs
• Build market knowledge and functional expertise within team
Process Management
• No formal signoff before recruiting
• Basic processes agreed monitored and supported
• Structured selection process
• Effective and efficient process in place designed to optimise candidate experience
• All recruiting managers are trained on process
• Continual reform and promotion of recruitment processes
• Conduct recruitment process review
• Review LM Recruitment Skills training
• Review of templates & forms• Service levels agreed and
processes agreed• Cyclical review and audit of
processes
• Redesign and launch new forms & processes where appropriate
Assessment & Selection
• Well developed company wide assessment and selection programme
• Clear competence framework for selection
• Well trained and engaged Line Managers
• Continually innovating in this area e.g. 4D model
• Promotion of alternative assessment tools available
• Competencies to be introduced into recruitment process
• Clear relevance and alignment of recruitment process to role
• Review recruitment training for Line Managers
• Ensure new team members trained up
• Involvement of HRBPs in interviews, where requested
• External benchmarking to ensure aligned with best practice
• Introduce ATS pre-screening
• Competencies introduced into selection
• Fit for role assessment• Investigate strengths based
assessment
12
2020/2021 Plan - Recruitment
Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021
Attraction
• Most candidate via agencies• Online and offline
recruitment ad hoc• Referral scheme well utilised• Lack of sourcing expertise
within team• Lack of regional and global
leverage
• Agencies used in limited niche area
• Well developed talent pools and Pro-active talent sourcing strategies in place
• Employer brand fully leveraged• Direct sourcing allows for at least
70% of hires
• Buy LinkedIn recruiter licences
• New employer brand developed
• Training on monster and LI
• Formal contractual agreement with EB Agency
• Update Company X Careers• Work with team to establish
approp. direct channels• Develop sourcing capability
in team• Build relationship with EB
Agency• Team trained on new EB
• Build Social Media Strategy
• Investigate talent referral schemes
• Roll out new EB - input feedback into global team
• Build teams knowledge management
Supplier Management
• Basic PSL in place• A couple of formal
agreements in place with job boards (reed.co.uk and one other)
• Supplier performance not formally monitored
• Partnership arrangements with professional recruitment service providers (e.g. job boards)
• Competitive rates negotiated• SLA’s defined• Formal reviews in place
• Audit PSL and identify any gaps
• Formalise SLA’s and KPIs
• Identify 3rd party RPO provider
• Work with team to establish partnerships with other providers
• Train third parties in use of new EB
• Leverage PSL across all Company X BUs
• Ongoing reviews of service providers
• Audit and monitor PSL performance
Information Management
& Recruitment Performance
• Periodic reports via ATS –unreliable data
• Known - recruitment ratios, time to hire, CPH
• PSL performance not measured
• Recruitment channel effectiveness not currently measured
• Track effectiveness of different recruitment channels
• Automated tracking at all stages• Records retained within GDPR
and immigration guidelines• Proactively utilise mgt.
information to improve efficiency • Formal KPI’s implemented• Ongoing perf. improvement
• Ensure correct data inputted into ATS for reporting purposes
• Implement ATS data tracking
• Team trained on ATS reporting requirements
• Implement formal KPIs
• Review of recruitment performance to build 21/22 strategy
• Suppliers to submit own quarterly performance reports
Systems
• ATS implemented but functionality not utilised fully
• ATS fully integrated • Access available to all
recruitment stakeholders • Integrated testing
• Team trained on ATS • Ensure correct team & supplier usage of ATS
• Review LM and HRBP use of ATS
• Talent pooling to be done within ATS
• Audit teams usage of ATS
Customer Service
• No information gathered on perception of service within recruitment
• Formal feedback obtained from managers, suppliers and candidates at regular intervals
• Points raised acknowledged, actioned and used to set KPI’s
• Review feedback tools for all stakeholders
• Implement feedback mechanism
13
2020/2021 Plan - Recruitment
Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021
Graduate Attraction
• Robust graduate programme proposition
• No long term attraction strategy• Rise xx to xx in TT100• New focus on targeting high
achieving grads though Enactus and Under grad of the year
• Circa 15% of offers rejected and not all schemes filled
• Robust three year strategy in place• Offers to graduates are less than 50%
through annual recruitment process• 100% of vacancies filled year on year• Focussed attraction activity uses
initiatives to focus on target groups• Well regarded Employer of Choice• amongst target community
• Review 2020/21 attraction strategy
• Formal agreements signed with Enactus and UGOY
• Roll out new EB in grad attraction campaign
• Deploy Enactus relationship
• Deploy UGOY campaign
• Deliver on campus attraction campaign
• UGOY awards• Review Enactus
relationship• Onboard internships
Graduate
Selection
• Robust selection process in place (well designed and documented)
• Candidates assessed against relevant benchmarks
• Recruiting LMs and HRBPs well qualified to assess
• Unable to flex process for hipocandidates
• Fast, efficient two tiered selection process
• LMs see only well qualified and relevant candidates
• Less time spent on selection – one wave and no top up
• Seamless integration between outsourced and in sourced elements
• Review Selection process with EB Agency
• Identify fast track process for top tier candidates
• Integrate UGOY into selection process
• Deploy graduate selection campaign
• Active management of graduate pipeline
• Review selection process and tweak where appropriate
• Review online testing and map against internal graduate talent
Graduate Development
• Basic development roadmap and tools in place
• Robust review system• Varied LM capability• Ownership of grad development
unclear
• 80% sign off rate at end of each scheme
• 80% of grads achieving A/B rating two years post scheme
• Robust 70/20/10 with integrated 3-5 year career plans
• Owned by relevant mgt. Team member
• HRBPs up to speed in terms of grad devpt.
• Embed new learning pathways
• Upskilling of LMs in terms of grad devpt.
• External benchmarking on best practice
• Review development of functional progs.
• Understand roles and responsibilities
• Define change reqts
Future Talent
• No coherent FT strategy or programme in place
• Engineering apprenticeship scheme in place
• No further direct entry opportunities for school leavers
• Ad hoc work experience opportunities in place
• Coherent FT Engagement and Recruitment strategy in place
• Clear FT pipeline defined with relevant entry points at each stage
• Structured work inspiration weeks in place
• Strong links with schools through community engagement teams
• External benchmarking in place
• Relationships developed with potential providers
• Business Case developed
• Decision on way forward
• FT Strategy defined• Partners chosen
• Implementation of plan
14
2020/2021 Plan - Recruitment
Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021
Workforce Planning
• Short term and reactive approach• Still not very accurate • Lack of clarity of what talent we
need• No clear job descriptions/people
profiles• Requirements change during
recruitment process• Lack of ownership by Line
Managers
• Cross Functional Workforce planning
• Actively manage our talent pipelines
• Review the talent mix by zone and division
• Make active choices on internal promotion v external recruitment based on mix
• Manage out poor performers to make space
• Proactively manage our top talent into the right roles for their development
• Develop a Three – Five year view
• Activation of Workforce Plan requirements through recruitment team
• Ensure teams are reviewing and updating Workforce Plans periodically
• Review accuracy of Workforce plans from 2021
• Set 2022KPIs
Succession
• Mission Critical roles identified• Not enough visible succession
options in place• No visibility of wider Company X
business succession options (people/role)
• Robust and credible succession options in place – visible to all
• Talent roles and responsibilities clearly defined
• Networks in place to define global succession planning options
• Mission Critical roles confirmed and regularly reviewed
• Action plan in place against gaps (using 6B model)
• Create functional expert career pathways
• Build LM capability on career coaching
• Build wider network to understand talent availability
Development
• Clear and well understood competency framework and 70/20/10 development approach
• No structured onboarding programme for Senior Leaders
• Provision of excellent opportunities for “on the job” learning through cross functional moves
• No formal development programmes for non-managers
• Current learning programme fully deployed across the organisation
• Senior onboarding programme in place
• 90% of 70/20/10 in LMS• Performance culture in place• LMs engaged and bought into the
programmes• Onboarding effectiveness• 100% compliant against all
mandatory programmes
• Transition coaching for new senior leaders established
• Senior new starter network established
• Induction Day Review
• Leadership development framework to be developed
• New starter networks to be rolled out
• Leadership@Company X Part 2 rolled out
• Embed Leadership @Company X Part 1
Appendices
16
Roles and Responsibilities
Head of Talent
• Work in partnership with the management team to build and execute the talent agenda for next 3-5 years
• leading the diagnosis and identification of Build and Buy requirements for the business
• Defining & shaping the external resourcing strategy for the business
• Leading key strategic L&D initiatives mandated by the management teams that support the build elements of the strategy
• Run senior management recruitments
• Build capability of the UK talent team
Talent Resourcer
• Focus on sourcing and engaging direct talent
• Candidate management and engagement
• Short listing and Interviewing
• Sourcing passive and proactive candidates for live roles
• Liaison with all parties on specific vacancies
• Offer creative solutions to sourcing talent
• Developing proactive database of potential high calibre talent
• Source candidates directly
• Use alternative channels to find the best candidates
• Company Induction Day deployment
Talent Acquisition Manager
• Work in partnership with HRBPs to deliver against Workforce Plans
• Build attraction strategy for each business area
• Maximise the use of referral programmes, alumni networks
• Measure performance of each channel
• Stakeholder management for client group
• Coordination of Recruitment Campaigns
• Creative Approach to Recruitment solutions
• Network internally and externally to engage potential talent
• Work with team to deliver required cost savings
• Lead the development and deployment of Non Manager L&D initiatives
• Company Induction Day deployment
Savings
Y1 - 25% Y2 - 40% Y3 - 50%
£0
£800k
Re
cru
itm
en
t Sp
en
d
£556,683
£445,346
£278,341
£668,020
£556,683
£835,025
17
Predicted Savings
Current Total Spend = £1,113,367
Some Assumptions:Reduce average total cost by 10% will result in a saving of £278,341 Reduce 2010 costs by 40% will result in a saving of £445,346Reduce 2010 costs by 50% will result in a saving of £556,683
w: www.thefirm-network.come: [email protected]