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Create a Talent Acquisition Strategy

Optimize foundational elements to elevate the TA function.

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Contributors

  • Tracie Brack, Talent Acquisition Consultant, Inflammatix, Inc.
  • Matt Charney, Recruitment Solutions and Strategy Leader, QuantumWork
  • Jim D’Amico, Global Talent Acquisition Leader, Celanese
  • Michael De Guzman, Talent Strategy Director, Loblaw Companies Limited
  • Mariane Drouin, Manager, Talent Acquisition Strategy, BRP
  • Charlotte Normand, Manager, Talent Acquisition & Attraction Strategy, Solotech, Inc.
  • Humza Khan, Senior Advisor, Talent Acquisition, Photon Control, Inc.
  • Chris Mahar, Manager, Talent Acquisition, J.D. Irving
  • Stephen Muscat, Senior Director Global Talent Acquisition, Morneau Shepell
  • Simon Parkin, Founder of The Talent Company, Author of Hiring Right
  • Eileen Timmins, VP, Human Resources and Administration, 1WorldSync
  • Talent acquisition (TA) functions face many demands and competing priorities. TA needs to not only fill roles quickly but also fill them with the right talent. Managing current demands while planning for future talent needs means TA is simultaneously fighting fires and trying to prevent new ones.
  • TA’s attempts to manage these competing pressures often focus on improving TA processes. Although process is a key element of TA, a more holistic examination is required to identify and close strategic gaps that are preventing a stronger contribution to organizational success.

Our Advice

Critical Insight

  • A TA strategy has the greatest impact on organizational success when it optimizes foundational TA elements to deliver on current and future talent needs.

Impact and Result

  • Use a defined framework to create a TA strategy that identifies TA strategic objectives and the projects needed to support and drive the organization’s priorities. Holistically assess and optimize the foundational strategic elements of TA – candidate awareness & experience, TA process & accountability, TA technology, and TA competency – to elevate TA as a strategic function.
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Research & Tools

1. Determine strategic objectives

Identify and prioritize talent implications relevant to the TA function.

2. Conduct gap analysis of TA foundational elements

Conduct gap analyses and prioritize gaps based on their size and importance.

3. Select strategic projects

Review gaps to identify and select strategic projects.

Guided Implementations

This guided implementation is a fourteen call advisory process.

Guided Implementation #1 - Determine strategic objectives

Call #1 - Discuss talent implications.
Call #2 - Identify and prioritize talent implications relevant to the TA function.
Call #3 - Establish TA strategic objectives and defined metrics.

Guided Implementation #2 - Conduct gap analysis of TA foundational elements

Call #1 - Conduct a gap analysis of candidate awareness & experience strategic practices.
Call #2 - Conduct a gap analysis of TA process & accountability strategic practices.
Call #3 - Conduct a gap analysis of TA technology strategic practices.
Call #4 - Conduct a gap analysis of TA team competencies.
Call #5 - Prioritize gaps based on their size and importance.

Guided Implementation #3 - Select strategic projects

Call #1 - Review candidate awareness & experience gaps.
Call #2 - Review TA process & accountability gaps.
Call #3 - Review TA technology gaps.
Call #4 - Review TA team competency gaps.
Call #5 - Select strategic projects.
Call #6 - Outline a communication plan.

Talent Acquisition Strategy

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Course Information

  • Title: Talent Acquisition Strategy
  • Number of Course Modules: 5
  • Estimated Completion Time: 1.5 hours

Learning Outcome

Develop a talent acquisition strategy by developing a talent philosophy, defining the structure of the talent acquisition department, determining best practices for talent acquisition strategy components, and evaluating necessary technology.

Learning Objectives

By the end of this course, learners will be able to:

  • Create a talent philosophy.
  • Define the structure of the talent acquisition department.
  • Develop a governance model.
  • Determine best practices for branding, sourcing, internal talent mobility, and analytics.
  • Optimize current technology.
  • Implement change management techniques.
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1 to 1.5 CPD hours per course.

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McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.

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HR Certification Institute’s® official seal confirms that McLean & Company meets the criteria for pre-approved recertification credit(s) for any of HRCI’s eight credentials, including SPHR® and PHR®.

Course Modules

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Introduction

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Module 1

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Module 2

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Module 3

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Module 4

Onsite Workshop

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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: Determine Strategic Objectives

The Purpose

  • Determine talent implications.
  • Set TA strategic objectives and metrics.

Key Benefits Achieved

TA strategic objectives and metrics defined.

Activities

Outputs

1.1

Review information gathered from strategic documents and external labor market scan.

1.2

Determine talent implications.

1.3

Identify and prioritize talent implications relevant to TA.

  • Talent implications relevant to TA.
1.4

Define TA strategic objectives and associated metrics.

  • TA strategic objectives and metrics.

Module 2: Conduct Gap Analysis of TA Foundational Elements

The Purpose

  • Conduct a gap analysis of:
    • Candidate awareness & experience strategic practices.
    • TA process & accountability strategic practices.
    • TA technology strategic practices.
    • TA team competencies.

Key Benefits Achieved

  • TA foundational gaps assessed.

Activities

Outputs

2.1

Identify gaps by assessing the current state for each TA foundational element: candidate awareness & experience, TA process & accountability, TA technology, and TA competency.

  • TA foundational element gaps identified.

Module 3: Prioritize Gaps to Address

The Purpose

  • Prioritize TA foundational gaps and projects to address them.

Key Benefits Achieved

  • Potential strategic projects to address gaps.

Activities

Outputs

3.1

Prioritize gaps based on size and importance.

  • Prioritized TA foundational element gaps.
3.2

Brainstorm potential strategic projects to address gaps.

Module 4: Select Strategic Projects

The Purpose

  • Select strategic projects and communicate them to relevant stakeholders.

Key Benefits Achieved

  • Strategic TA projects chosen.

Activities

Outputs

4.1

Choose strategic projects for prioritized gaps.

  • Selected strategic projects.
4.2

Draft a roadmap.

  • Roadmap of strategic projects.
4.3

Outline communications to relevant stakeholders.

  • Communication to stakeholders outlined.
  • Completed draft of TA Strategy Presentation Template.
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