- 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
- 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.
- 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.
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.
Talent Acquisition Strategy
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- Title: Talent Acquisition Strategy
- Number of Course Modules: 5
- Estimated Completion Time: 1.5 hours
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.
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.
1 CPD hour per course.
Each course is valid for 1 PDC for the SHRM-CP℠ or SHRM-SCP℠.
The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.
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
- 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.
Develop the talent philosophy.
- Talent philosophy
Draft talent acquisition goals.
- Talent acquisition goals
- Structure evaluation
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
- 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.
Map out and improve hiring funnel workflow.
- Process map for new hiring funnel workflow
Create a governance structure.
- Governance structure
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
- Review current technical capabilities to evaluate the best way to leverage technology.
Key Benefits Achieved
- Isolate key features and pain points in current technology.
Assess capabilities of current technology.
- Understanding of the current use of technology features
Identify and prioritize talent acquisition initiatives.
- Implementation timeline for strategy initiatives