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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.
Citation preview
1
High-Impact Talent AcquisitionDelivering Competitive Advantage
September 17, 2013
Kim Lamoureux
Research Practice Leader
Deloitte Consulting LLP
2
Today’s Agenda
State of Recruiting Today
Talent Acquisition Research
Organizing the TA Function
TA Performance
Business Outcomes
33
State of Recruiting Today
4
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
5
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
6
Evolution of Talent Acquisition
Source: Bersin by Deloitte, 2013
7
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?
8
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
9
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
1010
Talent Acquisition Research
11
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
1212
Organizing the TA Function
13
Organizing the TA FunctionThree Models
Source: Bersin by Deloitte, 2012
14
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
15
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
16
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
17
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
18
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
19
Discussion: TA Organization Structures
What are the key considerations for designing the
organization of a TA function?
2020
How is your TA Function
Performing?
21
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
22
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
23
Discussion: Global Talent Acquisition
What are some challenges for implementing a global TA
strategy?
What do organizations need to do to prepare?
24
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
2525
What Drives Business
Outcomes?
26
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
27
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
28
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
2929
Questions
Kim Lamoureux
Research Practice Leader
Bersin by Deloitte / Deloitte Consulting LLP
klamoureux@deloitte.com
3030
This publication contains general information only and Deloitte
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