This document discusses the impact of talent acquisition on organizational productivity and profits. It presents data showing organizations with more mature talent acquisition strategies perform better on business outcomes like profitability. Talent acquisition leaders in high impact organizations feel more valued. The document outlines 12 dimensions of high performing talent acquisition and assesses 400 organizations. Organizations partnering with recruitment process outsourcers outperformed on dimensions like quality hires and agility. The key takeaways are that external benchmarking, market insight, recruiter training and technology help improve talent acquisition impact.

1. TALENT ACQUISITION'S IMPACT ON
PROFITS AND PRODUCTIVITY
#talentmindset
@cielotalent

2. 1WE BECOME YOU™
INTRODUCTIONS
PRESENTER SESSION GOALS
• Big picture of what Talent
Acquisition should mean to your
organisation
• The 12 dimensions of high-
performing talent acquisition
functions
• The characteristics of High,
Medium and Low-performing talent
functions
• Data to compare the key
challenges facing your Talent
Acquisition function
• A methodology to assess your own
organisation against the 12
dimensions of Talent Acquisition
Paula Parfitt
Senior Vice President
Cielo

3. HOW DO WE DEFINE
TALENT ACQUISITION?

4. 3WE BECOME YOU™

5. STRATEGIC
1. Innovating to meet the demands of the business
2. Providing strategic thinking to shape business decisions
3. Demonstrating agility to meet changing demands
4. Generating insights contrasting workforce needs with the market supply of
talent
5. Delivering quality hires consistently
6. Measurably impacting major organisational initiatives
CORE
1. Communicating your Employer Value Proposition
2. Delivering great experiences for candidates and hiring managers
3. Crafting a comprehensive outreach strategy
4. Simplifying recruiting process
5. Sharpening recruiting acumen
6. Using recruiting analytics to inform business decisions
The 12 Dimensions of Talent Acquisition

6. 5WE BECOME YOU™
Rank 12 dimensions of Talent Acquisition Evaluation of the importance of the dimensions
C-Level Business
Unit Leaders
HR / Talent
Acquisition
Leaders
All
Respondents
1 Delivering quality hires consistently 88% 90% 93% 89%
2 Demonstrating agility to meet changing demands 84% 85% 88% 85%
3 Innovating to meet the demands of the business 83% 81% 88% 84%
4 Measurably impacting major organisational initiatives 84% 78% 87% 83%
5 Providing strategic thinking to shape business decisions 83% 75% 81% 81%
6 Delivering great experiences for candidates and hiring
managers
82% 73% 82% 80%
7 Sharpening recruiting acumen 80% 71% 84% 79%
8 Communicating your Employer Value Proposition 78% 77% 81% 79%
9 Generating insights contrasting workforce needs with the
market supply of talent
82% 73% 80% 79%
10 Crafting a comprehensive outreach strategy 82% 70% 76% 78%
11 Simplifying recruiting process 75% 70% 79% 74%
12 Using recruiting analytics to inform business decisions 73% 53% 75% 69%

7. 6WE BECOME YOU™
EUROPEAN TALENT ACQUISITION TRENDS
Productivity, Profitability & Personal Impact
METHODOLOGY
• 400 HR Directors and C-Level
Executives
• 7 European Countries:
• UK, Germany Poland, Czech
Republic,
• Hungary, Netherlands and Belgium.

8. 7WE BECOME YOU™
HYPOTHESES
“A strong talent acquisition function
impacts the productivity and
profitability of an organisation.”
“Talent Acquisition Leaders of high impact
functions are valued by their organisations.”

9. 8WE BECOME YOU™
PRODUCTIVITY
&
PROFITABILITY

10. 9WE BECOME YOU™
Organizations with the most mature TA functions perform, on average better
on business outcomes than other organizations.
Bersin, High-Impact Talent Acquisition (HITA) study
Of all the HR Functions, Recruitment had
the biggest impact on profit growth at
Boston Consulting Group
In the UK and US alone, an estimated is spent annually to
keep unproductive employees who do not understand their jobs
IDC
35% of companies spend €0on onboarding
Urban Bound
30%
€31 billion
3.5x

11. 10WE BECOME YOU™
12%Only of organisations stated they were operating at a
level that is as productive as they could be
7%of companies note that their profits have DECREASED over the last year
A of those surveyed reported their organisation as being unproductivefifth
Almost of the organisations surveyed have been
through a merger or acquisition in the last two years
half

12. 11WE BECOME YOU™
IMPACTMODEL

13. WHAT DO YOU SEE AS THE
KEY PROBLEM AREAS
WITHIN YOUR TALENT
ACQUISITION STRATEGY?

14. 13WE BECOME YOU™
CHALLENGES

15. Candidate Experience
FOCUS ON SKILLS

16. 15WE BECOME YOU™
DO YOU OWN YOUR ROUTES TO TALENT?
of HIGH impact talent acquisition teams rely
on agencies to fill more than 20% of their hires.
of LOW & MEDIUM impact talent acquisition teams
rely on agencies to fill more than 20% of their hires.
72%
85%

17. 16WE BECOME YOU™
EVP

18. 17WE BECOME YOU™
PERSONAL IMPACT

19. 18WE BECOME YOU™
PERSONAL IMPACT
58%
25%
of those TA leaders surveyed feel valued in their role.
For those in Low Impact organisations, that sank to around

20. 19WE BECOME YOU™
PERSONAL IMPACT: BY GEOGRAPHY
1/4
1/5
of TA leaders in UK feel highly valued
of TA leaders in Belgium feel poorly valued

21. KEY FINDINGS

22. 21WE BECOME YOU™
PROVEN HYPOTHESES
“A strong talent acquisition function
impacts the productivity and
profitability of an organisation.”
“Talent Acquisition Leaders of high impact
functions are valued by their organisations.”

23. THE DIFFERENCE IN PROFITABILITY
BETWEEN HIGH AND LOW IMPACT
ORGANISATIONS.
23%

24. 23WE BECOME YOU™
Profitability: 68% of HIGH impact organisations report an increase
in profits compared to the previous trading yea
of HIGH impact organisations report an
increase in profits compared to the previous trading year
of HIGH Impact organisations feel that they are
operating at maximum productivity
of HIGH impact organisations feel the role of the
Talent Acquisition Manager is valued
ProductivityProfitabilityRespect
68%
31%
81%

25. 24WE BECOME YOU™
of the problem areas
were seen to be
improved when
partnering with an RPO
provider
67% Organisations partnering with an RPO
OUTPERFORMED their peers at:
• Innovating to meet the demands of
the business
• Delivering quality hires consistently
• Demonstrating agility to meet
changing demands
Talent leaders who partner with an RPO are
more likely to be highly valued within their organisation
3x

26. ORGANISATIONS WITH MATURE
TALENT ACQUISTION STRATEGIES
RANK HIGHEST FOR
• PROFITABILITY
• PRODUCTIVITY
• PERSONAL IMPACT

27. KEY TAKEAWAYS

28. 27WE BECOME YOU™
EXTERNAL BENCHMARKING

29. 28WE BECOME YOU™
MARKET INSIGHT

30. 29WE BECOME YOU™
RECRUITER TRAINING

31. 30WE BECOME YOU™
TECHNOLOGY

32. 31WE BECOME YOU™
THANK YOU & QUESTIONS
PRESENTER SESSION GOALS
• Big picture of what Talent
Acquisition should mean to your
organisation
• the 12 dimensions of high-
performing talent acquisition
functions
• the characteristics of High, Medium
and Low-performing talent
functions
• data to compare the key challenges
facing your Talent Acquisition
function
• A methodology to assess your own
organisation against the 12
dimensions of Talent Acquisition
Paula Parfitt
Senior Vice President, Cielo
@ParfittPaula
linkedin.com/in/paula-parfitt-RPO