Building Capability 2013 - Gaining the Talent Edge, Andy Dolby, Write Research
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Andy Dolby's presentation from our Building Capability 2013 Conference; Gaining the Talent Edge - How to close the gap between Workforce Planning and Talent Acquisition Strategies
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Building Capability 2013 - Gaining the Talent Edge, Andy Dolby, Write Research
- 1. Gaining The 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 May 17 2013 it’s a kind of magic.
- 3. Global Talent Acquisition, Research & Insight MARKETS ORGANISATIONS PEOPLE
- 4. Strategic Talent Acquisition Report Launched at The FIRM Conference in Sept 2012. Findings based on Audience Voting at the 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 - Career pathways for in-house Resourcing professionals
- 5. Gaining The Talent Edge…. …a metaphor. Inspired Hard work Constant maintenance A firm grip
- 7. Gaining The Talent Edge…. …a metaphor. Inspired Hard work Constant maintenance A firm grip Aligned to organisational goals
- 8. 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
- 9. “Sir Alex Ferguson is without doubt, the greatest living Briton.” Do you…..? 1) Agree strongly 2) Agree 3) No opinion 4) Disagree 5) Disagree strongly 7% 6% 14% 22% 52%
- 10. 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’.
- 11. 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 23% 46% 8% 17% 6%
- 12. 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.
- 13. 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 32% 53% 2% 11% 2%
- 14. 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.’
- 15. 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 48% 45% 2% 3% 1%
- 16. 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 ’.
- 17. 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 1% 20% 8% 52% 19%
- 18. 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 12% 25% 54% 6% 4%
- 19. 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’.
- 20. 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 37% 47% 5% 11% 0%
- 21. 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 0% 0% 50% 50% 0%
- 22. 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’.
- 23. 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 5% 9% 8% 66% 13%
- 24. 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’.
- 25. 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 7% 30% 5% 50% 8%
- 26. Gaining The Talent Edge; A conceptual model
- 28. 73% ‘measure time to hire’. Only 23% measure ‘critical role succession coverage’. Renegotiate your KPIs to reflect strategic goals. 74% measure ‘cost per hire’. Only 27% measure ‘new hire performance in post’.
- 29. Do it now, before operational priorities exceed capacity 55% are likely to manage more elements of permanent recruitment internally. 67% expect permanent recruitment to either remain ‘roughly constant’ or ‘slightly increase’. 35% already handling 21 or more open roles. 54% do not expect the size of the internal team to change.
- 30. Gaining The Talent Edge; Is really just the ability to predict the future… …and that actually is a kind of magic
Notes de l'éditeur
- 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.
- So a quick introduction..and forgive me for briefly talking about Write Research as it allows me to place the session this afternoon in context.I am Andy Dolby, I’ve had nearly 25 years in recruitment during which time I’ve had the opportunity to work with some great clients across a wide range of sectors…. some of whom are here today…hi! Supportive smiles and nods of encouragement are greatly appreciated. Thanks.I’m here today as the COO of WRC – A talent acquisition, research and insight consultancy. Again I’m delighted to see a number of existing clients in the audience.For those not familiar with the activities undertaken by a talent acquisition, research and insight consultancy…I like to think of us as the Secret Talent Intelligence Service…the MI6 of the recruitment world if you will…and don’t worry…having spent a number of years working with 2 of the 3 British Intelligence Agencies I’m fairly confident that I’ve still got the security clearance to say that…hope so anyway…sure I’ll find out pretty soon if I don’t.So essentially we create a window onto the outside world so that our clients can be better informed about external talent markets, competitor organisations and the transformational people who will help them solve critical hiring requirements.
- 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.
- 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.
- 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.