Sample Talent Acquisition Strategy and Road Map
Sample Talent Acquisition Strategy and Road Map
Sample Talent Acquisition Strategy and Road Map
Acquisition Strategy
and Roadmap
Rational for Change – Our Ambition
From… To…
Having a lack of external awareness Being a known employer of choice
that we are an employer of choice. that proactively sources, attracts and
engages directly with the
Taking a predominantly short term, best external talent
reactive and traditional approach to
sourcing our talent. Having an engaged external talent
pool and pipeline of suitable
Relying heavily on our agency candidates
suppliers rather than build our own
capability to engage and source Delivering a world class candidate
talent directly experience
Average cost per hire is 50% greater Having diverse and effective sources
than that of the external market of attracting and sourcing talent
2
The Step change Required
REACTIVE PROACTIVE
CANDIDATE
VACANCY FILL ATTRACTION
CANDIDATE
NEED DRIVEN
DRIVEN
CLIENT / CUSTOMER PARTNERSHIP
RELATIONSHIP WITH AGENCIES
EMPLOYER BRAND
BRAND ENGAGEMENT
AWARENESS
TALENT
RECRUITMENT
ACQUISITION
GENERIC FLEXIBLE
STANDARD CREATIVE
3
External Benchmarking
4
Talent Acquisition Objectives
5
UK Talent Acquisition Strategy
6
UK Talent Acquisition Strategy
7
Organisational Principals
8
The Goal
Talent Community
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
9
Considerations
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2020/2021 Plan - Recruitment
Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Jan – Jun 2021
• Basic strategy and actions • Well defined 3-5 year • Define ambition • Create road map • Strategy implementation
defined strategy aligned with • Ensure structure and • Continual evaluation and
Strategy
• Skeletal road map in place business strategy processes in place to support review
strategy deployment
• Dedicated recruitment • Knowledgeable • Recruit additional resource • Induct two new team • Build external networks
individual with knowledge recruitment team with • Attend events within sector members into business and profile
and experience of specialist skills in to build knowledge • Strengthen teams network • Achieve min 10% savings
Recruitment
recruiting recruitment best practice • Monthly Talent TCs internally and externally on recruitment costs
Responsibility
• Reliance on agencies for • Recruitment KPI’s & arranged • Build relationship with Pet • Build market knowledge
market knowledge strategies are implemented and Food talent team and functional expertise
and achieved within team
• No formal signoff before • Effective and efficient • Conduct recruitment • Review of templates & forms • Redesign and launch new
recruiting process in place designed process review • Service levels agreed and forms & processes where
• Basic processes agreed to optimise candidate • Review LM Recruitment processes agreed appropriate
monitored and supported experience Skills training • Cyclical review and audit of
Process
• Structured selection • All recruiting managers are processes
Management
process trained on process
• Continual reform and
promotion of recruitment
processes
• Well developed company • Promotion of alternative • Review recruitment • Ensure new team members • Competencies introduced
wide assessment and assessment tools available training for Line Managers trained up into selection
selection programme • Competencies to be • Involvement of HRBPs in • Fit for role assessment
• Clear competence introduced into interviews, where requested • Investigate strengths based
Assessment &
framework for selection recruitment process • External benchmarking to assessment
Selection
• Well trained and engaged • Clear relevance and ensure aligned with best
Line Managers alignment of recruitment practice
• Continually innovating in process to role • Introduce ATS pre-screening
this area e.g. 4D model
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2020/2021 Plan - Recruitment
Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021
• Most candidate via agencies • Agencies used in limited niche • Buy LinkedIn • Update Company X Careers • Build Social Media
• Online and offline area recruiter licences • Work with team to establish Strategy
recruitment ad hoc • Well developed talent pools and • New employer brand approp. direct channels • Investigate talent referral
• Referral scheme well utilised Pro-active talent sourcing developed • Develop sourcing capability schemes
Attraction • Lack of sourcing expertise strategies in place • Training on monster in team • Roll out new EB - input
within team • Employer brand fully leveraged and LI • Build relationship with EB feedback into global team
• Lack of regional and global • Direct sourcing allows for at least • Formal contractual Agency • Build teams knowledge
leverage 70% of hires agreement with EB • Team trained on new EB management
Agency
• Basic PSL in place • Partnership arrangements with • Audit PSL and • Work with team to establish • Ongoing reviews of service
• A couple of formal professional recruitment service identify any gaps partnerships with other providers
agreements in place with job providers (e.g. job boards) • Formalise SLA’s and providers • Audit and monitor PSL
Supplier
boards (reed.co.uk and one • Competitive rates negotiated KPIs • Train third parties in use of performance
Management
other) • SLA’s defined • Identify 3rd party new EB
• Supplier performance not • Formal reviews in place RPO provider • Leverage PSL across all
formally monitored Company X BUs
• Periodic reports via ATS – • Track effectiveness of different • Ensure correct data • Implement ATS data • Review of recruitment
unreliable data recruitment channels inputted into ATS for tracking performance to build
• Known - recruitment ratios, • Automated tracking at all stages reporting purposes • Team trained on ATS 21/22 strategy
Information
time to hire, CPH • Records retained within GDPR reporting requirements • Suppliers to submit own
Management
• PSL performance not and immigration guidelines • Implement formal KPIs quarterly performance
& Recruitment
measured • Proactively utilise mgt. reports
Performance
• Recruitment channel information to improve efficiency
effectiveness not currently • Formal KPI’s implemented
measured • Ongoing perf. improvement
• ATS implemented but • ATS fully integrated • Team trained on ATS • Ensure correct team & • Talent pooling to be done
functionality not utilised fully • Access available to all supplier usage of ATS within ATS
Systems
recruitment stakeholders • Review LM and HRBP use of • Audit teams usage of ATS
• Integrated testing ATS
• No information gathered on • Formal feedback obtained from • Review feedback tools for • Implement feedback
perception of service within managers, suppliers and all stakeholders mechanism
Customer
recruitment candidates at regular intervals
Service
• Points raised acknowledged,
actioned and used to set KPI’s
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2020/2021 Plan - Recruitment
Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021
• Robust graduate programme • Robust three year strategy in place • Review 2020/21 • Deploy Enactus • UGOY awards
proposition • Offers to graduates are less than 50% attraction strategy relationship • Review Enactus
• No long term attraction strategy through annual recruitment process • Formal agreements • Deploy UGOY relationship
• Rise xx to xx in TT100 • 100% of vacancies filled year on year signed with Enactus campaign • Onboard internships
Graduate
• New focus on targeting high • Focussed attraction activity uses and UGOY • Deliver on campus
Attraction
achieving grads though Enactus and initiatives to focus on target groups • Roll out new EB in attraction campaign
Under grad of the year • Well regarded Employer of Choice grad attraction
• Circa 15% of offers rejected and not • amongst target community campaign
all schemes filled
• Robust selection process in place • Fast, efficient two tiered selection • Review Selection • Deploy graduate • Review selection
(well designed and documented) process process with EB selection campaign process and tweak
• Candidates assessed against • LMs see only well qualified and Agency • Active management of where appropriate
Graduate relevant benchmarks relevant candidates • Identify fast track graduate pipeline • Review online testing
Selection • Recruiting LMs and HRBPs well • Less time spent on selection – one process for top tier and map against
qualified to assess wave and no top up candidates internal graduate
• Unable to flex process for hipo • Seamless integration between • Integrate UGOY into talent
candidates outsourced and in sourced elements selection process
• Basic development roadmap and • 80% sign off rate at end of each • HRBPs up to speed in • Upskilling of LMs in • Review development
tools in place scheme terms of grad devpt. terms of grad devpt. of functional progs.
• Robust review system • 80% of grads achieving A/B rating • Embed new learning • External benchmarking • Understand roles and
Graduate • Varied LM capability two years post scheme pathways on best practice responsibilities
Development • Ownership of grad development • Robust 70/20/10 with integrated 3-5 • Define change reqts
unclear year career plans
• Owned by relevant mgt. Team
member
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2020/2021 Plan - Recruitment
Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021
• Short term and reactive approach • Cross Functional Workforce • Activation of • Ensure teams are • Review accuracy of
• Still not very accurate planning Workforce Plan reviewing and Workforce plans from
• Lack of clarity of what talent we • Actively manage our talent requirements updating Workforce 2021
need pipelines through recruitment Plans periodically • Set 2022KPIs
• No clear job descriptions/people • Review the talent mix by zone and team
profiles division
• Requirements change during • Make active choices on internal
Workforce
recruitment process promotion v external recruitment
Planning
• Lack of ownership by Line based on mix
Managers • 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
• Mission Critical roles identified • Robust and credible succession • Mission Critical roles • Action plan in place • Create functional expert
• Not enough visible succession options in place – visible to all confirmed and against gaps (using 6B career pathways
options in place • Talent roles and responsibilities regularly reviewed model) • Build LM capability on
Succession • No visibility of wider Company X clearly defined career coaching
business succession options • Networks in place to define global • Build wider network to
(people/role) succession planning options understand talent
availability
• Clear and well understood • Current learning programme fully • Transition coaching • Senior new starter • Leadership development
competency deployed across the organisation for new senior network established framework to be
framework and 70/20/10 • Senior onboarding programme in leaders established • Induction Day Review developed
development approach place • New starter networks to
• No structured onboarding • 90% of 70/20/10 in LMS be rolled out
programme for Senior Leaders • Performance culture in place • Leadership@Company X
Development
• Provision of excellent • LMs engaged and bought into the Part 2 rolled out
opportunities for “on the job” programmes • Embed Leadership
learning through cross functional • Onboarding effectiveness @Company X Part 1
moves • 100% compliant against all
• No formal development mandatory programmes
programmes for non-managers
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Appendices
Roles and Responsibilities
16
Predicted Savings
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 £445,346
Current Total Spend = £1,113,367 Reduce 2010 costs by 50% will result in a saving of £556,683
£800k
£556,683
£668,020
Recruitment Spend
£835,025
£556,683
£445,346
£278,341
£0
Y1 - 25% Y2 - 40% Y3 - 50%
Savings
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