by Rebecca Grover
While the concept of ‘Talent Acquisition Nirvana’ may sound audacious, it’s fair to say that I’ve met many exceptional Recruiters and Leaders who’ve honestly said: “based on where we are now, any improvement would be heaven!”
Whether you’re setting the pace for the market, or just establishing baseline practices with your Talent Acquisition function, our Improve > Accelerate > Modernize series promises to meet you at your current state, and showcase a few simple ideas to stimulate the step-change you’re looking for.
Yes, a certain level of time, resource, and capital investment is required to realise true benefit from your talent initiatives, and as with any critical business function, the first step before making that investment starts when you pinpoint your highest pay-off activities.
Last week’s article, ‘Building a case for talent acquisition investment’, focused on why talent acquisition maturity is important and outlined a few commercial pitfalls for non-adopters. There, I gave some suggestions on where to start building your business case and identifying those high pay-offs for your business. This week’s baseline of practical recommendations will help you to create an initial ‘how’ framework – especially if your organisation has a newly created or developing talent function.
I know What I need to do. The question is: How?
I often get asked for advice around how an organisation can make that leap in its talent acquisition maturity. The answer is different from organisation to organisation, however there’s some ‘universal truths’ as well.
As a keen follower of the thought leadership brought to our industry by Josh Bersin, I’ve been among those practitioners who have benefitted from the beauty of a good Bersin model. Bersin’s ‘High Impact Talent Acquisition’ (HITA) research quantifiably connects functional performance to better business outcomes (and is a good reference point when you’re making your aforementioned business case!). Often these models are accompanied by high-level ‘how’ recommendations that Consultants like myself salivate over, however I do hear from my clients that they still need more guidance to operationalise and contextualise these great insights. Of course! Although there’s no ‘one-size-fits-all’ approach to getting your how right, I’ve included below my first 8 steps to improvement … with my top 3 recommendations to help get you on your way …
With your ‘how’ map in place, there’s still a considerable amount of magic that needs to happen in iterating, executing, reviewing, communicating, integrating and extending. I welcome the opportunity to discuss this with you in person.
Next week’s post; ideas that will help ‘Accelerate’ talent acquisition for strategic impact. Email me if you would like to explore the ‘art of the possible’ for your organisation: Rebecca.Grover@kabloomgroup.com
by Rebecca Grover
The focus on talent acquisition (TA) ‘maturity’ is prevalent, directly connecting the level of TA sophistication to organizational growth, revenue and productivity. Broader disruption in the talent & HR space makes time and spend investment a prioritisation challenge for organizations, and us as practitioners.
Every organization's journey towards “TA utopia” is situationally unique – I have found agreeing on strategic design principles before formalising your plan of attack really helps pinpoint critical programs of work – example below;
Over the next few weeks, I will release a series of recommended programs of work to help provoke thinking & create that required step change towards a higher level of TA sophistication – whatever the starting point!
Trailer for what’s to come ...
To Improve Functional Impact;
Recommendations will resonate if your current TA maturity model is deemed transactional. Suggested programs of work will create a step change towards a more focused and impactful level of functional maturity.
To Accelerate for Strategic Impact;
Recommendations will resonate if you require a noticeable shift in mindset and TA approach to meet accelerated business growth needs. Also relevant if your organization is entering new markets and needs to make a rapid competitive impact.
To Modernize for Commercial Impact;
Recommendations will resonate if you already have a performing TA function and now need to demonstrate bottom and top line commercial impact. Further integration into your organization and thinking laterally will ensure your TA function delivers competitive advantage at every touch point of the talent supply chain.
The question then turns to RoI – how do you get that much-needed investment to drive required programs of work?
Firstly, I focus on the cost of not doing anything! My 7 ‘go to’ commercial pitfalls for consideration ...
Talent acquisition food for thought!
Contact me through our contact page if you would like to request program recommendations now or if you would like to discuss further.