Sample Talent Acquisition Strategy

and Roadmap

Rational for Change – Our Ambition

2

From…

Having a lack of external awareness that we are an employer of choice.

Taking a predominantly short term, reactive and traditional approach to

sourcing our talent.

Relying heavily on our agency suppliers rather than build our own

capability to engage and source talent directly

Average cost per hire is 50% greater than that of the external market

To…

Being a known employer of choice that proactively sources, attracts and

engages directly with the best external talent

Having an engaged external talent pool and pipeline of suitable

candidates

Delivering a world class candidate experience

Having diverse and effective sources of attracting and sourcing talent

3

The Step change Required

REACTIVE PROACTIVE

VACANCY FILL

NEED DRIVEN

CLIENT / CUSTOMERRELATIONSHIP

COST DRIVEN

EMPLOYER BRANDAWARENESS

RECRUITMENT

GENERIC

STANDARD

CANDIDATEATTRACTION

CANDIDATEDRIVEN

PARTNERSHIPWITH AGENCIES

TALENT DRIVEN

BRAND ENGAGEMENT

FLEXIBLE

TALENTACQUISITION

CREATIVE

4

External Benchmarking

(Insert Comparison data for industry averages)

Cost per Hire

Time to hire

Quality of Hire

Source of Hire

Agency usage

Vacancy fill rate

NPS 57% have an average cost per hire of under £2,501

Our average cost per hire is £5,089

Talent Acquisition Objectives

• Create internal capability of talent acquisition

• Meet current and future business needs through proactive sourcing of great talent

• Ensure we have the best talent to drive the business forward

• Build up key market knowledge of who and where talent is – internally and externally

• Pipeline external talent for mission critical roles to complement our internal ‘build’ pipeline

• Develop our employer reputation and brand through sharing our special story

• Engaging and creating advocacy with our resourcing partners and current employees

• To become “a talent magnet”

5

6

UK Talent Acquisition Strategy

Phase One Phase Two Phase Three

Establishing theTalent Acquisition

Framework

Building the Talent Pipeline

Talent Relationship Management

7

UK Talent Acquisition Strategy

Phase One Phase Two Phase Three

Establishing the Talent Attraction Framework

• New team structure• Team capability• Identify EVP for each

area• New Employer Brand• Careers site• Online strategy

(phase 1)• PSL• Establishing Metrics• Referral scheme• Systems ie ATS• BAU

Building the Talent Pipeline

• Online strategy Phase 2

• Roll out Employer Brand

• Talent Pooling(Alumni scheme)(Silver medallists)

• Functional attraction plans

• Future Talent• Diversity• Team capability• BAU

Talent Relationship Management

• Ongoing dialogue with the talent pool

• Employer Brand at every touch point

• Pro-active sourcing not reactive

• Active pipeline management

• Future Talent• Online (Phase 2)• Focus on selection• Team Capability• BAU

Organisational Principals

• No increase in total cost

• Clear roles and responsibilities

• Capability to respond flexibly to both resourcing and L&D

• Simple & efficient ways of working

• Ability to respond to changes in recruitment market place and be proactive

• Jobs that are challenging but achievable

• Clear career pathways

8

9

The Goal

Achieve this through:

• Building talent infrastructure and team

• Developing an employer brand that attracts the best talent

• Creating an unbeatable candidate experience and EVP

• Establishing a Talent Management function that proactively sources, develops and retains great talent

Talent Community

Considerations

• Investment will be required

• Not a profit centre

• 3 year programme of change

• Not just a supply model and therefore not all costs can be linked to transactional activity

• This is about building a centre of excellence and adding value beyond transactional activity

• Workforce highly variable and currently difficult to anticipate so some assumptions need to be made

• UK agency rates are highly competitive in all businessesDirect sourcing is the only real option to reduce cost

10

11

2020/2021 Plan - Recruitment

Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Jan – Jun 2021

Strategy

• Basic strategy and actions defined

• Skeletal road map in place

• Well defined 3-5 year strategy aligned with business strategy

• Define ambition • Create road map• Ensure structure and

processes in place to support strategy deployment

• Strategy implementation• Continual evaluation and

review

Recruitment Responsibility

• Dedicated recruitment individual with knowledge and experience of recruiting

• Reliance on agencies for market knowledge

• Knowledgeable recruitment team with specialist skills in recruitment best practice

• Recruitment KPI’s & strategies are implemented and achieved

• Recruit additional resource• Attend events within sector

to build knowledge• Monthly Talent TCs

arranged

• Induct two new team members into business

• Strengthen teams network internally and externally

• Build relationship with Pet and Food talent team

• Build external networks and profile

• Achieve min 10% savings on recruitment costs

• Build market knowledge and functional expertise within team

Process Management

• No formal signoff before recruiting

• Basic processes agreed monitored and supported

• Structured selection process

• Effective and efficient process in place designed to optimise candidate experience

• All recruiting managers are trained on process

• Continual reform and promotion of recruitment processes

• Conduct recruitment process review

• Review LM Recruitment Skills training

• Review of templates & forms• Service levels agreed and

processes agreed• Cyclical review and audit of

processes

• Redesign and launch new forms & processes where appropriate

Assessment & Selection

• Well developed company wide assessment and selection programme

• Clear competence framework for selection

• Well trained and engaged Line Managers

• Continually innovating in this area e.g. 4D model

• Promotion of alternative assessment tools available

• Competencies to be introduced into recruitment process

• Clear relevance and alignment of recruitment process to role

• Review recruitment training for Line Managers

• Ensure new team members trained up

• Involvement of HRBPs in interviews, where requested

• External benchmarking to ensure aligned with best practice

• Introduce ATS pre-screening

• Competencies introduced into selection

• Fit for role assessment• Investigate strengths based

assessment

12

2020/2021 Plan - Recruitment

Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021

Attraction

• Most candidate via agencies• Online and offline

recruitment ad hoc• Referral scheme well utilised• Lack of sourcing expertise

within team• Lack of regional and global

leverage

• Agencies used in limited niche area

• Well developed talent pools and Pro-active talent sourcing strategies in place

• Employer brand fully leveraged• Direct sourcing allows for at least

70% of hires

• Buy LinkedIn recruiter licences

• New employer brand developed

• Training on monster and LI

• Formal contractual agreement with EB Agency

• Update Company X Careers• Work with team to establish

approp. direct channels• Develop sourcing capability

in team• Build relationship with EB

Agency• Team trained on new EB

• Build Social Media Strategy

• Investigate talent referral schemes

• Roll out new EB - input feedback into global team

• Build teams knowledge management

Supplier Management

• Basic PSL in place• A couple of formal

agreements in place with job boards (reed.co.uk and one other)

• Supplier performance not formally monitored

• Partnership arrangements with professional recruitment service providers (e.g. job boards)

• Competitive rates negotiated• SLA’s defined• Formal reviews in place

• Audit PSL and identify any gaps

• Formalise SLA’s and KPIs

• Identify 3rd party RPO provider

• Work with team to establish partnerships with other providers

• Train third parties in use of new EB

• Leverage PSL across all Company X BUs

• Ongoing reviews of service providers

• Audit and monitor PSL performance

Information Management

& Recruitment Performance

• Periodic reports via ATS –unreliable data

• Known - recruitment ratios, time to hire, CPH

• PSL performance not measured

• Recruitment channel effectiveness not currently measured

• Track effectiveness of different recruitment channels

• Automated tracking at all stages• Records retained within GDPR

and immigration guidelines• Proactively utilise mgt.

information to improve efficiency • Formal KPI’s implemented• Ongoing perf. improvement

• Ensure correct data inputted into ATS for reporting purposes

• Implement ATS data tracking

• Team trained on ATS reporting requirements

• Implement formal KPIs

• Review of recruitment performance to build 21/22 strategy

• Suppliers to submit own quarterly performance reports

Systems

• ATS implemented but functionality not utilised fully

• ATS fully integrated • Access available to all

recruitment stakeholders • Integrated testing

• Team trained on ATS • Ensure correct team & supplier usage of ATS

• Review LM and HRBP use of ATS

• Talent pooling to be done within ATS

• Audit teams usage of ATS

Customer Service

• No information gathered on perception of service within recruitment

• Formal feedback obtained from managers, suppliers and candidates at regular intervals

• Points raised acknowledged, actioned and used to set KPI’s

• Review feedback tools for all stakeholders

• Implement feedback mechanism

13

2020/2021 Plan - Recruitment

Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021

Graduate Attraction

• Robust graduate programme proposition

• No long term attraction strategy• Rise xx to xx in TT100• New focus on targeting high

achieving grads though Enactus and Under grad of the year

• Circa 15% of offers rejected and not all schemes filled

• Robust three year strategy in place• Offers to graduates are less than 50%

through annual recruitment process• 100% of vacancies filled year on year• Focussed attraction activity uses

initiatives to focus on target groups• Well regarded Employer of Choice• amongst target community

• Review 2020/21 attraction strategy

• Formal agreements signed with Enactus and UGOY

• Roll out new EB in grad attraction campaign

• Deploy Enactus relationship

• Deploy UGOY campaign

• Deliver on campus attraction campaign

• UGOY awards• Review Enactus

relationship• Onboard internships

Graduate

Selection

• Robust selection process in place (well designed and documented)

• Candidates assessed against relevant benchmarks

• Recruiting LMs and HRBPs well qualified to assess

• Unable to flex process for hipocandidates

• Fast, efficient two tiered selection process

• LMs see only well qualified and relevant candidates

• Less time spent on selection – one wave and no top up

• Seamless integration between outsourced and in sourced elements

• Review Selection process with EB Agency

• Identify fast track process for top tier candidates

• Integrate UGOY into selection process

• Deploy graduate selection campaign

• Active management of graduate pipeline

• Review selection process and tweak where appropriate

• Review online testing and map against internal graduate talent

Graduate Development

• Basic development roadmap and tools in place

• Robust review system• Varied LM capability• Ownership of grad development

unclear

• 80% sign off rate at end of each scheme

• 80% of grads achieving A/B rating two years post scheme

• Robust 70/20/10 with integrated 3-5 year career plans

• Owned by relevant mgt. Team member

• HRBPs up to speed in terms of grad devpt.

• Embed new learning pathways

• Upskilling of LMs in terms of grad devpt.

• External benchmarking on best practice

• Review development of functional progs.

• Understand roles and responsibilities

• Define change reqts

Future Talent

• No coherent FT strategy or programme in place

• Engineering apprenticeship scheme in place

• No further direct entry opportunities for school leavers

• Ad hoc work experience opportunities in place

• Coherent FT Engagement and Recruitment strategy in place

• Clear FT pipeline defined with relevant entry points at each stage

• Structured work inspiration weeks in place

• Strong links with schools through community engagement teams

• External benchmarking in place

• Relationships developed with potential providers

• Business Case developed

• Decision on way forward

• FT Strategy defined• Partners chosen

• Implementation of plan

14

2020/2021 Plan - Recruitment

Where we are Where we want to be RAG To Sept 2020 Sept – Dec 2020 Dec 2020 – Jun 2021

Workforce Planning

• Short term and reactive approach• Still not very accurate • Lack of clarity of what talent we

need• No clear job descriptions/people

profiles• Requirements change during

recruitment process• Lack of ownership by Line

Managers

• Cross Functional Workforce planning

• Actively manage our talent pipelines

• Review the talent mix by zone and division

• Make active choices on internal promotion v external recruitment based on mix

• Manage out poor performers to make space

• Proactively manage our top talent into the right roles for their development

• Develop a Three – Five year view

• Activation of Workforce Plan requirements through recruitment team

• Ensure teams are reviewing and updating Workforce Plans periodically

• Review accuracy of Workforce plans from 2021

• Set 2022KPIs

Succession

• Mission Critical roles identified• Not enough visible succession

options in place• No visibility of wider Company X

business succession options (people/role)

• Robust and credible succession options in place – visible to all

• Talent roles and responsibilities clearly defined

• Networks in place to define global succession planning options

• Mission Critical roles confirmed and regularly reviewed

• Action plan in place against gaps (using 6B model)

• Create functional expert career pathways

• Build LM capability on career coaching

• Build wider network to understand talent availability

Development

• Clear and well understood competency framework and 70/20/10 development approach

• No structured onboarding programme for Senior Leaders

• Provision of excellent opportunities for “on the job” learning through cross functional moves

• No formal development programmes for non-managers

• Current learning programme fully deployed across the organisation

• Senior onboarding programme in place

• 90% of 70/20/10 in LMS• Performance culture in place• LMs engaged and bought into the

programmes• Onboarding effectiveness• 100% compliant against all

mandatory programmes

• Transition coaching for new senior leaders established

• Senior new starter network established

• Induction Day Review

• Leadership development framework to be developed

• New starter networks to be rolled out

• Leadership@Company X Part 2 rolled out

• Embed Leadership @Company X Part 1

Appendices

16

Roles and Responsibilities

Head of Talent

• Work in partnership with the management team to build and execute the talent agenda for next 3-5 years

• leading the diagnosis and identification of Build and Buy requirements for the business

• Defining & shaping the external resourcing strategy for the business

• Leading key strategic L&D initiatives mandated by the management teams that support the build elements of the strategy

• Run senior management recruitments

• Build capability of the UK talent team

Talent Resourcer

• Focus on sourcing and engaging direct talent

• Candidate management and engagement

• Short listing and Interviewing

• Sourcing passive and proactive candidates for live roles

• Liaison with all parties on specific vacancies

• Offer creative solutions to sourcing talent

• Developing proactive database of potential high calibre talent

• Source candidates directly

• Use alternative channels to find the best candidates

• Company Induction Day deployment

Talent Acquisition Manager

• Work in partnership with HRBPs to deliver against Workforce Plans

• Build attraction strategy for each business area

• Maximise the use of referral programmes, alumni networks

• Measure performance of each channel

• Stakeholder management for client group

• Coordination of Recruitment Campaigns

• Creative Approach to Recruitment solutions

• Network internally and externally to engage potential talent

• Work with team to deliver required cost savings

• Lead the development and deployment of Non Manager L&D initiatives

• Company Induction Day deployment

Savings

Y1 - 25% Y2 - 40% Y3 - 50%

£0

£800k

Re

cru

itm

en

t Sp

en

d

£556,683

£445,346

£278,341

£668,020

£556,683

£835,025

17

Predicted Savings

Current Total Spend = £1,113,367

Some Assumptions:Reduce average total cost by 10% will result in a saving of £278,341 Reduce 2010 costs by 40% will result in a saving of £445,346Reduce 2010 costs by 50% will result in a saving of £556,683

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