As one of the most globally recognized brands in the world, this client had challenges within one of its biggest hiring profit centers in Sales. Their prior decentralized Talent Acquisition structure placed a heavy staffing burden on line managers who struggled to get the hiring results and achieve a balance between staffing and their functional business responsibilities. This combination of missed hires and lost productivity time from line leadership put revenue at risk. In 2013, this client turned to Sevenstep to drive a laser-focused TA strategy for this high impact hiring area.
The third instalment in my mini guide to TA Transformation is one that is probably my favourite (I do apologise in advance to anyone who is not a Game of Thrones fan for the title).
We have covered what we need to get the transformation ball rolling, how to create experiences rather than processes. Now we will look at for me something that should be not only the backbone of any transformation, but the heart of your TA function; Data.
According to a Gartner Customer 360 Summit, 86% of HR professionals agree that recruitment is becoming a lot like marketing.
The recruitment marketing mix, as we know it today, comprises of Employee referral programs, Sourcing, Recruitment agencies and Recruitment marketing. The latter – Recruitment Marketing – goes beyond simply finding the right talent for your current job opening. Instead, it also focuses on activating your employer brand to help you target qualified candidates, faster and for less.
Happy Friday y'all!
So this is the second installment in who knows really around Talent Acquisition Transformation; something both very close to my heart and currently in play in my world.
The first part covered what might go wrong during TA transformation; poor leadership, lack of direction or even a disconnected exec/leadership group.
What comes next? Post-it notes and marker pens? Excel project plans? Nope. For me let us take a step back before we actually "do" anything. Mindset; yes you read that correctly. Mindset.
Sadly this article is not about the Transformers. Sorry.
It is about something not as exciting but maybe just as important.
We are seeing more and more organisations looking to “transform” their Talent Acquisition/Resourcing functions, either as part of a wider HR/People programme or maybe simply wanting to try a new piece of tech.
Having been through a few (and still going strong on the current one) I thought I would share a few bits of insight that might assist others, starting with today…why can a transformation often go wrong?
In under 12 months from now, it’s 2020, when all those surveys and white papers that we have read will supposedly come to fruition…yet it’s all feeling very “samey” isn’t it?
In part 2 of this exclusive video series, Tim Ackermann (Head of Talent Acquisition Experience at Lidl) discusses how employee experience is integral to talent acquisition and candidate experience. He highlights how to obtain a holistic picture of experience, not engagement, and combine the different measures around the organisation to ensure they all serve the same goal.
It scares me sometimes when I think about the big decisions I’ve made on gut feel and will probably continue to make relying on my instincts.
How many research papers do we need to read or edicts from top class CEOs before we get the message that in every organisation, it all comes down to the people?
One of the challenges involved in building a high performing team is selecting the right people. You can’t build a high performing team with low performing people so who you let into your organisation matters. It is arguably one of the most important decisions you make especially if your team is small.
Hiring someone is supposed to give your team (and you) a great level of capability. You should be able to deliver more. But if you get it wrong and hire the wrong person you will create management challenges that take up your time rather than ‘free up’ your time.