The document discusses how to market talent acquisition as a strategic function within an organization. It recommends framing talent acquisition as acquiring talents rather than recruiting employees. It also suggests referring to employees as associates or team members. The document outlines how talent acquisition should brand the company's message and tell different stories to attract top candidates. It advises that talent acquisition should not report to HR as it is more future-focused and strategic. Finally, the document provides ways to gain support from C-level executives by emphasizing how talent acquisition drives more revenue and growth than other HR functions.

1. Finding Your Inner Marketer
Matthew Marconi
Greystone Healthcare Management, Director,
Recruitment Services

2. What we think of each other!

3. Goals and Takeaways
1 Nomenclature
2 Always Market Your Talent
3 Branding and Messaging – Value Proposition
4 Talent Acquisition: NOT HR
5 How to Achieve C-Level / Stakeholder Support

4. Nomenclature
1 Recruiting = Talent Acquisition
 People like to believe they have talents. Acquire those
talents – do not recruit them.
 Make sure career ad messaging reflects the value in the
person
2 Employee = Associate or Team Member
 Employees just work at a job
 Associates or Team Members know they are part of the
big picture

5. Market Talent Always
1 Market from day 1 and always celebrate the hire –
Congratulations! Exciting!
2 Capture employees’ emotions with the history, traditions, and
philosophy.
3 All employees are Marketers.

6. Branding and Messaging
1 Branding builds the message for the company.
2 Companies must be creative and intuitive to compete. That is
how Marketing succeeds.
3 Talent Acquisition, when in conjunction with the Marketing
department, can build a strong, emotional campaign to
attract top candidates.
4 Tell different stories to different prospects.

7. Talent Acquisition – Do NOT Report to HR
1 Both Future-Forward and Strategic
2 They are aligned by one common purpose: attracting people
to the organization - customers and employees.
3 Creative Side of HR - not policy-driven
4 Risk-takers, not risk-adverse

8. How to Achieve C-Level / Stakeholder
Support
1 The employee experience is enhanced when taken from a “100
ways you can get fired” mentality to a “Welcome home and let’s
celebrate” mentality.
2 Early Corporate Buy-In and Adoption
 Talent Acquisition drives 40% more revenue to the organization
over any other HR function, why not invest in it?

9. How to Achieve C-Level / Stakeholder
Support
HR Function or Process
Profit
Growth
Profit
Margin
Total
Improvement
1.Recruiting 3.5x 2.0x 5.5
2. On-boarding and retention 2.5x 1.9x 4.4
3. Managing talent 2.2x 1.9x 4.4
4. Employer branding 2.4x 2.1x 4.3
5. Performance management and rewards 2.1x 2.0x 4.1
6. Developing leadership 2.1x 1.8x 3.9
7. Mastering HR process 1.8 1.8 3.6
8. Global people management and global
expansion
1.8 1.7 3.5
9. Enchancing employee engagement 1.8 1.6 3.4
10. Providing shared services and outsourcing 1.6 1.7 3.3

10. Matthew Marconi
Greystone Healthcare Management, Director of Talent Acquisition
mmarconi@greystoneHCM.com
THANK YOU!