High-Impact Talent Acquisition: Delivering Competitive Advantage

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1 High-Impact Talent Acquisition Delivering Competitive Advantage September 17, 2013 Kim Lamoureux Research Practice Leader Deloitte Consulting LLP

description

Bersin by Deloitte recently completed a year-long research study that describes the structures and governance models driving high-impact talent acquisition today. In this session, Kim Lamoureux of Deloitte Consulting LLP will share key findings of this research. She will then facilitate an interactive discussion with the audience that will invoke best-practices sharing on topics related to characteristics of a successful recruiter in today’s environment, how to organize recruiting to meet local needs in a global environment, service delivery models, and where work resides across different talent-acquisition areas. Finally, she will highlight how well talent acquisition functions are performing overall and activities that drive business outcomes.

Transcript of High-Impact Talent Acquisition: Delivering Competitive Advantage

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High-Impact Talent AcquisitionDelivering Competitive Advantage

September 17, 2013

Kim Lamoureux

Research Practice Leader

Deloitte Consulting LLP

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Today’s Agenda

State of Recruiting Today

Talent Acquisition Research

Organizing the TA Function

TA Performance

Business Outcomes

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State of Recruiting Today

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Today’s Global Talent Challenges

“We have entered a global economy

where talent and skills shortages

challenge world economic and business

growth around the world.”- Klaus Schwab, Chairman, World Economic

Forum

Despite the high unemployment rates in

many countries, more than 65% of

global leaders cite “talent and leadership

shortages” as their #1 business

challenge.

- Bersin & Associates

TalentTrends®, Fall 2012

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First Year Turnover Rates IncreasingEngagement and Quality of Hire are Suffering

15%

25%

24%

34%

85%

75%

76%

66%

0% 20% 40% 60% 80% 100%

5+ years

3 to <5 years

2 to <3 years

Less than 2 years

Yes No

12 Month New Hire Turnover

2011 2012

Do you expect to stay with your current

employer for the next 12 months or longer?

Source: Bersin Talent Acquisition Factbook, 2012

Source: Deloitte Talent 2020: Surveying the talent paradox from the employee perspective, September 2012

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Evolution of Talent Acquisition

Source: Bersin by Deloitte, 2013

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Discussion: Changing Roles in TA

How would you describe the key attributes of a successful

TA Leader today?

What roles exist today that didn’t not that long ago, or that

have more heavily evolved?

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The Changing Role of the TA LeaderWhat makes a TA Leader successful today?

Brand Advocate

Community Manager

Social Media Expert

Relationship Builder

Sales-oriented

Marketing-aligned

Data Analyst

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New and Changing TA Roles

Chief Recruiting Officer

Recruiters

Researchers

Sourcers

Industrial and Organizational (I/O) Psychologists

Social Media Strategists

Employment Branding Experts

TA Information Technology Professionals

Analytics Experts

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Talent Acquisition Research

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Talent Acquisition Research StudyOrganization & Governance

June 2012

Focus group discussion with 10 senior talent acquisition leaders

September – October 2012

An extensive, quantitative survey completed by 297 U.S. talent acquisition professionals

March – September 2013

In-depth interviews with senior talent acquisition leaders

Focus Areas

Business Structure

TA Structure

TA Staffing

Service Delivery

Recruiting Activities

General TA Activities

Outsourcing

Governance

Global Preparedness

Overall TA Performance

Business Outcomes

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Organizing the TA Function

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Organizing the TA FunctionThree Models

Source: Bersin by Deloitte, 2012

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Centralized TA OrganizationService Delivery Model - Recruiting

Centralized Service Delivery Model Corporate

COEBU TA Prof HR Gen

Managing Candidate Pools

Sourcing

Screening Applicants

Administering Assessments

Preparing Contracts

Posting Openings

Background Checking

Interviewing & Selecting

Managing Onboarding

Recruiting Contingent Workers

Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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Federated TA OrganizationService Delivery Model - Recruiting

Federated Service Delivery Model Corporate

COEBU TA Prof HR Gen

Managing Candidate Pools

Sourcing

Screening Applicants

Administering Assessments

Preparing Contracts

Posting Openings

Background Checking

Interviewing & Selecting

Managing Onboarding

Recruiting Contingent Workers

Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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Decentralized TA OrganizationService Delivery Model - Recruiting

Decentralized Service Delivery Model Corporate

COEBU TA Prof HR Gen

Managing Candidate Pools

Sourcing

Screening Applicants

Administering Assessments

Preparing Contracts

Posting Openings

Background Checking

Interviewing & Selecting

Managing Onboarding

Recruiting Contingent Workers

Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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Service DeliveryCore TA Activities Services – Centralized & Federated Structures

Decentralized Service Delivery Model Corporate

COEBU TA Prof HR Gen

Marketing Competitive Intelligence

Employment Branding

Employee Referral Program

TA Technology Optimization

Legal Compliance

Training for Recruiters

Reporting, Metrics & Analytics

Vendor Management

Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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Service DeliveryCore TA Activities Services – Decentralized Structure

Decentralized Service Delivery Model Corporate

COEBU TA Prof HR Gen

Marketing Competitive Intelligence

Employment Branding

Employee Referral Program

TA Technology Optimization

Legal Compliance

Training for Recruiters

Reporting, Metrics & Analytics

Vendor Management

Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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Discussion: TA Organization Structures

What are the key considerations for designing the

organization of a TA function?

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How is your TA Function

Performing?

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Drivers of TA PerformanceHires the Right People (Quality), Fills Positions Timely (Speed)

Lynchpin Activities

Predicts external

forces and remains

agile

Invests in new

products and

services

Actively builds a

“seat at the table”

Improves workforce

decisions through

metrics

10 Core TA Practices (if done well)

Builds relationships with potential talent

Maintains a strong employment brand

Implements a social media campaign

Assesses candidates against job requirements

Builds and delivers diverse candidate slates

Builds strong relationships with hiring managers

Provides training for recruiters

Builds an employee referral program

Has strong program management capabilities

Optimizes TA Technology

+

Reporting &

Analytics

Measures and

Reports

Analyzes

Data

+

Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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Global Preparedness is WeakTwo-thirds of TA organizations are not globally prepared

9%

9%

9%

6%

62%

59%

63%

56%

22%

29%

22%

37%

Building or organizing a global TA function

Establishing and leveraging a global brand

Sourcing and recruiting talent in emerging countries

Localizing TA programs to meet local needs

Not Prepared at All Not Very or Moderately Prepared Very or Completely Prepared

Moderately to Not at All - Avg. 68%

Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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Discussion: Global Talent Acquisition

What are some challenges for implementing a global TA

strategy?

What do organizations need to do to prepare?

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Global Process Considerations

Define talent acquisition and management strategy

Build and organize the TA function and shared service

Select standard tools and service providersStr

ate

gy

Establish a global and local brand

Implement global TA technology

Develop local sourcing skills and suppliersOpera

tion

Localize the recruitment process

Onboard and hire diverse populations

Comply with local laws and regulationsLocaliz

e

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What Drives Business

Outcomes?

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Business OutcomesTA Activities that Are Correlated

Meets or exceeds

CUSTOMER

EXPECTATIONS

Creating new

PRODUCTS and

SERVICES faster

than competitors

Meets or exceeds

FINANCIAL

TARGETS

• Builds strong relationships with

hiring managers

• Fills positions timely

• Provides effective training for recruiters

• Builds an effective employee referral program

• Builds an effective employee

referral program

• Hires the right peopleSource: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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The TA Leader & Governance

The TA Leader’s role is more impactful to overall business

outcomes as it relates to their involvement in three areas of

governance

Outsourcing Activities

Measurement & Reporting

Workforce Planning, Forecasting & Strategy

Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2013

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High-Impact Talent AcquisitionWhat’s coming?

The Talent Acquisition Primer

Talent Acquisition Strategy

High Impact Talent Acquisition:

- Findings & Maturity Model

- Structure, Staffing & Service

Delivery

- Leadership & Governance

- Global Perspectives

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Questions

Kim Lamoureux

Research Practice Leader

Bersin by Deloitte / Deloitte Consulting LLP

[email protected]

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