#Firmday 28 march 2014 Write Research - closing the gap between workforce planning and talanet acquisition strategies
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Session David Steel, Write Research will discuss with us Building flexible and intelligent Talent Pipelines and how they an be used to manage expectations against your Workforce Plan
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#Firmday 28 march 2014 Write Research - closing the gap between workforce planning and talanet acquisition strategies
- 1. Talent Edge “How to close the gap between Workforce Planning and Talent Acquisition strategies…” The Forum for In-House Recruitment Managers Building Resourcing Capability Friday 28th March 2014
- 2. Strategic Talent Acquisition Report Launched at The FIRM Conference in September 2012. Findings based on audience voting at The FIRM conference (102) & online survey (264). Key areas of focus: The increasing strategic importance of talent acquisition Key priorities for Resourcing professionals Measuring the effectiveness of talent acquisition strategies The capability and expertise of in-house teams The development of talent pipelines aligned to workforce plans
- 3. TALENT HEDGE
- 5. TALENT PIPE
- 6. Talent Network Talent Pool Talent Bank Identified by talent sourcing as potential employees. ‘Arms length’ tracking via CRM. Approached, engaged & qualified. Managed via CRM or ATS. Passed formal elements of selection process & logged for consideration for future opportunities. Primary Roles Core Practice Area(s) INTELLIGENT TALENT PIPELINES
- 7. We’d like to focus on a few key themes: 56% said ‘Building Talent Pipelines’ was a top 3 priority 36% said that ‘Workforce Planning’ was a top 3 priority 13% said Workforce Planning doesn’t happen at all 39% felt that they have a basic knowledge of the external market
- 8. “It’s The Data, Silly…!” Think about who is going into your pipeline… Most organisations settle for ‘active’ candidates that are applying for roles… Be targeted about where you look… You should be looking anywhere that holds transformational talent…
- 9. “Linkedin – Really!?” Don’t rely on LinkedIn… Stay under the radar… Properly manage the candidates in your pipeline… The key is ‘tracking’ candidates…
- 10. A question will appear on the screen with numbered options, when you’re asked to vote press the corresponding number on your keypad. If you wish to change your choice simply press your new selection. Your last button pressed is the vote cast. Voting Procedure
- 11. “Piers Morgan is, without doubt, the greatest living Briton…” Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly
- 12. 65% believe recruitment is viewed ‘more importantly’ by senior managers than before the recession. Of whom, 22% think it is seen to be ‘significantly more important’. 50% believe that senior directors now see recruitment as of ‘above average importance’. The increasing importance of talent acquisition. Of whom, 15% think it is ‘a source of competitive advantage’.
- 13. 1) The move from ‘recruitment’ to ‘talent acquisition’ represents more than a change of name and reflects a transformational shift in the importance of identifying and engaging high performing people for critical roles. Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly
- 14. 52% indicate that ‘developing and implementing strategic resourcing plans and initiatives’ is one of the top 3 activities that occupies the majority of their time on a day-to-day basis . 25% are also ‘participating in wider business planning processes’. Talent acquisition has an increasingly strategic dimension. 90% of organisations now have a formal recruitment strategy and policy. 66% believe ‘recruitment’ would be best placed as part of an integrated ‘Talent’ function.
- 15. 2) We are increasingly being asked to think strategically and take action that will contribute to the long term success of the organisation and not just fill an open hiring requisition. Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly
- 16. Workforce planning is central to strategic talent acquisition. 49% of The FIRM Conference delegates believe ‘developing an effective workforce planning process’ is central to Resourcing becoming a strategic partner. 70% believe the strategic objective of a resourcing function should be to ‘contribute to organisational effectiveness’. 32% rank ‘moving to proactive strategic resourcing aligned to manpower plans’ as a top 3 priority. 71% believe recruitment would be best supported by an ‘integrated talent management technology platform.’
- 17. 3) For talent acquisition to become truly strategic there must be a clear articulation of future hiring requirements (both internally and externally) developed within a formal workforce planning process. Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly
- 18. Workforce planning continues to be poorly developed. In 13% of organisations workforce planning does not happen at all. Only 4% believe their workforce planning is ‘well developed with a high correlation between forecast and actual activity’. 86% rate their organisation as ‘average’ or worse when it comes to workforce planning 37% think their workforce planning activities are ‘below average ’.
- 19. 4) We have a clear view of the future talent requirements of our business and we can precisely define the areas where we will need to build pipelines of talent to meet future hiring needs. Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly
- 20. 5) ONLY FOR THOSE WHO DO NOT AGREE WITH PREVIOUS STATEMENT… Do you have a problem due to…? 1) Lack of buy-in from management 2) Unpredictable external factors 3) Absence of a structured approach 4) Shortage of internal resources 5) Disconnect with organisational goals
- 21. Talent pipelines are seen as an important part of the future. 56% place ‘building proactive talent pipelines/communities’ as a top 3 priority. 21% now rate ‘proactively building talent pipelines’ as one of the three activities that occupies the majority of their time. 27% believe they have a ‘better than average’ approach to building a pipeline of external candidates for future opportunities. 15% describe their use of talent pipelines as a source candidates for new vacancies as ‘better than average’.
- 22. 6) Talent pipelines are one of the most important components of a strategic approach to talent acquisition. Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly
- 23. 7) ONLY FOR THOSE WHO DO NOT AGREE WITH PREVIOUS STATEMENT… Do you disagree because…? 1) You think ‘pipelines’ are just a fad 2) Unsuccessfully tried to build a pipeline 3) Built pipelines but found it rare to actually appoint anybody 4) Studied but decided not to proceed 5) Not really considered pipelines
- 24. Internal teams lack the experience to build successful pipelines. 43% describe their approach to building pipelines as ‘below average’ or they have ‘no co-ordinated plan’. 55% describe their current use of talent pipelines to source candidates for new vacancies as they arise as ‘below average’ or ‘rare’. Only 19% would describe the competence of their internal team as ‘expert’ for building talent networks. 30% describe their internal team as ‘beginners’.
- 25. 8) Our internal team is fully up-to-speed with all the skills and techniques required to successfully build, manage and sustain a pipeline of candidates to meet current and future hiring needs. Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly
- 26. Gaining an understanding of the external talent market. Only 6% have a ‘very limited external perspective’. 9% have a ‘deep insight…gained through structured research and mapping’. 39% have a ‘basic knowledge gained as a product of normal activity that could be improved’. 47% have a reasonable understanding based on ad hoc desk research and information gathering’.
- 27. 9) We have a very good knowledge of the external market with a deep insight of where to look for critical talent and deep understanding of our position with respect to rewards and brand perception. Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly
Notas del editor
- Well thank you very much and welcome to what I believe is commonly known at conferences as the ‘graveyard slot’. Not sure I entirely know what that means but I was told to expect that 1/3 of the audience would probably be snoozing after a fine lunch and one chicken Goujon too many, 1/3 would be preoccupied having picked up messages from highly distressed colleagues describing the latest ‘hiring manager interview faux pas’ and the remaining 1/3 will be texting or tweeting their team to call them with an imaginary hiring manager faux pas so that they have an excuse for not sitting through the first session after lunch.I was also given very clear instructions ‘not to sell’ in my speech. ‘Members of the FIRM don’t like people using their conferences as a sales pitch’ I was told. And not wanting to experience the Recruitment equivalent of the Arab Spring with 120 talent acquisition professionals rising as one to overthrow my brief moment as the centre of attention, I decided to try something different.So the next 45 minutes is hopefully going to be an interactive energising experiment in the conference equivalent of crowd sourcing…but more of that and explanation as to why you have voting pads on your chair later.
- Well thank you very much and welcome to what I believe is commonly known at conferences as the ‘graveyard slot’. Not sure I entirely know what that means but I was told to expect that 1/3 of the audience would probably be snoozing after a fine lunch and one chicken Goujon too many, 1/3 would be preoccupied having picked up messages from highly distressed colleagues describing the latest ‘hiring manager interview faux pas’ and the remaining 1/3 will be texting or tweeting their team to call them with an imaginary hiring manager faux pas so that they have an excuse for not sitting through the first session after lunch.I was also given very clear instructions ‘not to sell’ in my speech. ‘Members of the FIRM don’t like people using their conferences as a sales pitch’ I was told. And not wanting to experience the Recruitment equivalent of the Arab Spring with 120 talent acquisition professionals rising as one to overthrow my brief moment as the centre of attention, I decided to try something different.So the next 45 minutes is hopefully going to be an interactive energising experiment in the conference equivalent of crowd sourcing…but more of that and explanation as to why you have voting pads on your chair later.
- Well thank you very much and welcome to what I believe is commonly known at conferences as the ‘graveyard slot’. Not sure I entirely know what that means but I was told to expect that 1/3 of the audience would probably be snoozing after a fine lunch and one chicken Goujon too many, 1/3 would be preoccupied having picked up messages from highly distressed colleagues describing the latest ‘hiring manager interview faux pas’ and the remaining 1/3 will be texting or tweeting their team to call them with an imaginary hiring manager faux pas so that they have an excuse for not sitting through the first session after lunch.I was also given very clear instructions ‘not to sell’ in my speech. ‘Members of the FIRM don’t like people using their conferences as a sales pitch’ I was told. And not wanting to experience the Recruitment equivalent of the Arab Spring with 120 talent acquisition professionals rising as one to overthrow my brief moment as the centre of attention, I decided to try something different.So the next 45 minutes is hopefully going to be an interactive energising experiment in the conference equivalent of crowd sourcing…but more of that and explanation as to why you have voting pads on your chair later.
- One of the key areas where we support organisations is in the collation and interpretation of talent intelligence, or ‘business’ intelligence as it is sometimes called. Over the last 18-24 months we have noted a dramatic increase in the number of organisations interested in gathering a clearer picture of competitor activities around the HR and talent agenda. Initially, these exercises reflected the typical subjects…brand audits….salary and reward surveys…analysis of competitor talent acquisition strategies. Very quickly it became clear that that a more fundamental review of best practice was happening. At first this moved beyond talent acquisition strategies to examine wider talent management & development schemes, and specific initiatives such as global mobility programmes. In particular we were being asked to assess how effective were organisations being in knitting these initiatives together into a holistic approach to engaging, developing and retaining talent, More recently this has further evolved into something closer to an organisational design review, with greater emphasis being placed on understanding evolving structures and the division of roles of responsibilities within HR and Resourcing - in what appears to be a clear quest to visualise the resourcing model that will deliver the optimal improvement in organisational effectiveness.
- One of the key areas where we support organisations is in the collation and interpretation of talent intelligence, or ‘business’ intelligence as it is sometimes called. Over the last 18-24 months we have noted a dramatic increase in the number of organisations interested in gathering a clearer picture of competitor activities around the HR and talent agenda. Initially, these exercises reflected the typical subjects…brand audits….salary and reward surveys…analysis of competitor talent acquisition strategies. Very quickly it became clear that that a more fundamental review of best practice was happening. At first this moved beyond talent acquisition strategies to examine wider talent management & development schemes, and specific initiatives such as global mobility programmes. In particular we were being asked to assess how effective were organisations being in knitting these initiatives together into a holistic approach to engaging, developing and retaining talent, More recently this has further evolved into something closer to an organisational design review, with greater emphasis being placed on understanding evolving structures and the division of roles of responsibilities within HR and Resourcing - in what appears to be a clear quest to visualise the resourcing model that will deliver the optimal improvement in organisational effectiveness.
- One of the key areas where we support organisations is in the collation and interpretation of talent intelligence, or ‘business’ intelligence as it is sometimes called. Over the last 18-24 months we have noted a dramatic increase in the number of organisations interested in gathering a clearer picture of competitor activities around the HR and talent agenda. Initially, these exercises reflected the typical subjects…brand audits….salary and reward surveys…analysis of competitor talent acquisition strategies. Very quickly it became clear that that a more fundamental review of best practice was happening. At first this moved beyond talent acquisition strategies to examine wider talent management & development schemes, and specific initiatives such as global mobility programmes. In particular we were being asked to assess how effective were organisations being in knitting these initiatives together into a holistic approach to engaging, developing and retaining talent, More recently this has further evolved into something closer to an organisational design review, with greater emphasis being placed on understanding evolving structures and the division of roles of responsibilities within HR and Resourcing - in what appears to be a clear quest to visualise the resourcing model that will deliver the optimal improvement in organisational effectiveness.
- One of the key areas where we support organisations is in the collation and interpretation of talent intelligence, or ‘business’ intelligence as it is sometimes called. Over the last 18-24 months we have noted a dramatic increase in the number of organisations interested in gathering a clearer picture of competitor activities around the HR and talent agenda. Initially, these exercises reflected the typical subjects…brand audits….salary and reward surveys…analysis of competitor talent acquisition strategies. Very quickly it became clear that that a more fundamental review of best practice was happening. At first this moved beyond talent acquisition strategies to examine wider talent management & development schemes, and specific initiatives such as global mobility programmes. In particular we were being asked to assess how effective were organisations being in knitting these initiatives together into a holistic approach to engaging, developing and retaining talent, More recently this has further evolved into something closer to an organisational design review, with greater emphasis being placed on understanding evolving structures and the division of roles of responsibilities within HR and Resourcing - in what appears to be a clear quest to visualise the resourcing model that will deliver the optimal improvement in organisational effectiveness.
- One of the key areas where we support organisations is in the collation and interpretation of talent intelligence, or ‘business’ intelligence as it is sometimes called. Over the last 18-24 months we have noted a dramatic increase in the number of organisations interested in gathering a clearer picture of competitor activities around the HR and talent agenda. Initially, these exercises reflected the typical subjects…brand audits….salary and reward surveys…analysis of competitor talent acquisition strategies. Very quickly it became clear that that a more fundamental review of best practice was happening. At first this moved beyond talent acquisition strategies to examine wider talent management & development schemes, and specific initiatives such as global mobility programmes. In particular we were being asked to assess how effective were organisations being in knitting these initiatives together into a holistic approach to engaging, developing and retaining talent, More recently this has further evolved into something closer to an organisational design review, with greater emphasis being placed on understanding evolving structures and the division of roles of responsibilities within HR and Resourcing - in what appears to be a clear quest to visualise the resourcing model that will deliver the optimal improvement in organisational effectiveness.
- One of the key areas where we support organisations is in the collation and interpretation of talent intelligence, or ‘business’ intelligence as it is sometimes called. Over the last 18-24 months we have noted a dramatic increase in the number of organisations interested in gathering a clearer picture of competitor activities around the HR and talent agenda. Initially, these exercises reflected the typical subjects…brand audits….salary and reward surveys…analysis of competitor talent acquisition strategies. Very quickly it became clear that that a more fundamental review of best practice was happening. At first this moved beyond talent acquisition strategies to examine wider talent management & development schemes, and specific initiatives such as global mobility programmes. In particular we were being asked to assess how effective were organisations being in knitting these initiatives together into a holistic approach to engaging, developing and retaining talent, More recently this has further evolved into something closer to an organisational design review, with greater emphasis being placed on understanding evolving structures and the division of roles of responsibilities within HR and Resourcing - in what appears to be a clear quest to visualise the resourcing model that will deliver the optimal improvement in organisational effectiveness.
- One of the key areas where we support organisations is in the collation and interpretation of talent intelligence, or ‘business’ intelligence as it is sometimes called. Over the last 18-24 months we have noted a dramatic increase in the number of organisations interested in gathering a clearer picture of competitor activities around the HR and talent agenda. Initially, these exercises reflected the typical subjects…brand audits….salary and reward surveys…analysis of competitor talent acquisition strategies. Very quickly it became clear that that a more fundamental review of best practice was happening. At first this moved beyond talent acquisition strategies to examine wider talent management & development schemes, and specific initiatives such as global mobility programmes. In particular we were being asked to assess how effective were organisations being in knitting these initiatives together into a holistic approach to engaging, developing and retaining talent, More recently this has further evolved into something closer to an organisational design review, with greater emphasis being placed on understanding evolving structures and the division of roles of responsibilities within HR and Resourcing - in what appears to be a clear quest to visualise the resourcing model that will deliver the optimal improvement in organisational effectiveness.