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Develop an Agile Talent Acquisition Strategy

Drive organizational success by using evidence-based insights to hire the right talent.

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Contributors

  • Alexandra Norris, Human Capital Analyst, Info-Tech Research Group
  • Carrine Mackey, Director of Talent Acquisition, TravelClick
  • Christina Sanders, Vice President of Human Resources, Adidas Group Canada
  • Dawn Mitchell, Director of Talent Acquisition, Opower
  • Eric Van Duren, Director, System Talent Acquisition, Spectrum Health
  • IIia Maor, Senior Manager, Info-Tech Research Group
  • Jeff Woods, Principal, Business Process Management Practice, GRM Inc
  • Jeff Gothelf, Author: Sense and Respond, www.jeffgothelf.com
  • Jim D’Amico, Vice President of Talent Acquisition, Signature HealthCARE
  • Matthew Doucette, Director of Global Talent Acquisition, Monster
  • Rabbiya Hussain, Head of Talent Management, Adidas Group Canada
  • Anonymous, Financial Services, Head of Talent Acquisition

Your Challenge

  • Talent acquisition departments are struggling to deliver. A PwC study found that 93% of CEOs believe that the way that organizations attract talent needs to change.
  • Growing retirement numbers and a shrinking workforce are making it even more difficult to attract talent in an already tight labor market.
  • The skills and jobs needed to compete in the future are unknown. Talent acquisition specialists will have to hire for new, unfamiliar roles.
  • Technology is quickly changing the face of talent acquisition – talent acquisition specialists must be able to rapidly adopt new approaches.

Our Advice

Critical Insight

  • Top talent is limited, expensive, and may not actually provide the anticipated value. Instead, take the time to identify and acquire the right talent for your organization.
  • Talent acquisition is one of the most quantitative areas of HR. Use data to make evidence-based decisions, improve process efficiency, and acquire the right talent.
  • Talent acquisition is comprised of four elements: branding, sourcing, assessment, and internal talent mobility. It is important to take the time to evaluate each of these elements and iterate. This allows the Talent Acquisition Department to remain agile and consistently adopt the most impactful approach.

Impact and Result

Develop a talent acquisition strategy that is anchored in consistency, but has the agility to adopt new approaches by:

  • Reviewing the talent acquisition structure to set the team up for success.
  • Evaluating the talent acquisition elements (branding, sourcing, assessment, and internal talent mobility) to maximize impact.
  • Examining current technology to increase functionality usage.
  • Iteratively applying process improvement principles to the hiring funnel workflow to eliminate waste and increase efficiency.

Research & Tools

2. Design structure and capabilities

Design talent acquisition structure and determine required competencies.

3. Enhance the elements

Review best practices for, and current state of, various elements of talent acquisition and identify areas of improvement.

4. Leverage technology

Review capabilities of current technology, and if required, define business requirements for new technology investments.

5. Institute a culture of continuous improvement

Identify and prioritize initiatives required to fulfill talent acquisition strategy.

Guided Implementations

This guided implementation is an eleven call advisory process.

Guided Implementation #1 - Draft goals

Call #1 - Identify the stakeholders that will be involved, their level of involvement, and how to engage critical stakeholders.
Call #2 - Review the people strategy and strategic workforce plan and identify key elements that will impact the talent acquisition strategy. Discuss the components of the talent philosophy.

Guided Implementation #2 - Design structure and capabilities

Call #1 - Review the Talent Acquisition Department structure, discuss different structural designs, and identify if there is a need to change the structure.
Call #2 - Discuss the competencies that are required for talent acquisition and identify if they are present or need to be developed.
Call #3 - Evaluate the hiring funnel workflow.

Guided Implementation #3 - Enhance the elements

Call #1 - Discuss branding, sourcing, assessment, and ITM best practices.
Call #2 - Review the output of the Talent Acquisition Strategy Evaluation Tool.

Guided Implementation #4 - Leverage technology

Call #1 - Discuss current talent acquisition technology features. Identify ways to improve functionality usage.
Call #2 - Brainstorm new features and identify positive business impacts.

Guided Implementation #5 - Institute a culture of continuous improvement

Call #1 - Holistically review the output of the Talent Acquisition Strategy Evaluation Tool and discuss prioritization.
Call #2 - Review change management tactics to adopt and discuss how to continuously improve.

Onsite Workshop

Discuss This Workshop

Book Your Workshop

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Set Goals and Assess Talent Acquisition Team

The Purpose

  • Make the case for implementing an agile talent acquisition strategy.
  • Define talent philosophy, goals, and structure to optimize talent acquisition.

Key Benefits Achieved

  • Use McLean & Company’s Agile Talent Acquisition framework to develop a tailored and flexible talent acquisition strategy that attracts the right talent.

Activities

Outputs

1.1

Develop the talent philosophy.

  • Talent philosophy
1.2

Draft talent acquisition goals.

  • Talent acquisition goals
1.3

Review structure.

  • Structure evaluation
1.4

Identify ideal competencies and assess current level.

  • Identification of ideal competencies for talent acquisition and understanding of gaps

Module 2: Review Process, Structure, and Individual Elements

The Purpose

  • Define the hiring funnel workflow and governance structure to define responsibilities.

Key Benefits Achieved

  • A full analysis of the optimal process for hiring workflows and governance.

Activities

Outputs

2.1

Map out and improve hiring funnel workflow.

  • Process map for new hiring funnel workflow
2.2

Create a governance structure.

  • Governance structure
2.3

Review best practices for talent acquisition elements and assess current state.

  • List of improvements for talent acquisition elements

Module 3: Leverage Technology and Create Implementation Timeline

The Purpose

  • Review current technical capabilities to evaluate the best way to leverage technology.

Key Benefits Achieved

  • Isolate key features and pain points in current technology.

Activities

Outputs

3.1

Assess capabilities of current technology.

  • Understanding of the current use of technology features
3.2

Identify and prioritize talent acquisition initiatives.

  • Implementation timeline for strategy initiatives