Driving Change in Talent Acquisition

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ERE Webinar from 9/23/11, presented by Sharon Kaivani and Linda Brenner.

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Driving Change in Talent Acquisition

  1. 1. T A L E N T A C Q U I S I T I O N           September  2011   1  
  2. 2. Designs  on  Talent:    Who  We  Are  •  We  help  HR  leaders  improve  results  in  talent   acquisi8on  and  talent  management  •  Our  team  is  made  up  of  former  TA  or  TM  leaders   from  Fortune  500  companies  •  We  are  known  for  geDng  high  quality  work  done   quickly  and  cost-­‐effec8vely   2  
  3. 3. 3  
  4. 4. Our  Purpose  Today  •  To  discuss  current  changes  and  trends  in  Talent   Acquisi8on  •  To  walk  through  an  effec8ve  process  for   approaching  change  •  To  present  some  methods  and  tools  for  helping   stakeholders  embrace  change  •  To  discuss  typical  challenges  and  workarounds   4  
  5. 5. Current  Changes  &  Trends  in  Talent  Acquisi<on   •  Reorganiza8ons   •  Role  redefined   •  Closer  alignment  with  Talent  Management   •  Rapidly  evolving  technologies  and  players   •  Specialized  roles  harder  than  ever  to  fill   •  Search  for  the  perfect  set  of  metrics   •  Adop8ng  new  technology   5  
  6. 6. Regardless  of  how  many  of  these  trends   are  affec<ng  your  TA  organiza<on,   you  need  to  update  or  create  your   Talent  Acquisi<on  strategy   6  
  7. 7. Crea<ng  or  Upda<ng  Your  TA  Strategy   •  Do  I  understand  what  kind  of  talent  the  business  needs?   •  Have  I  goTen  input  from  key  TA  stakeholders?   •  Have  I  educated  myself  around  TA  trends,  and  know   which  are  the  most  impacVul  to  the  business?   •  Am  I  clear  on  where  we  currently  are  –  and  where  we   need  to  be?    And  the  gaps  between  the  two?   •  Am  I  prepared  for  challenges?   •  Is  it  clear  that  the  change  is  in  alignment  with  broader   strategic  direc8on?   7  
  8. 8. Building  the  Case  for  Change   •  Can  be  from  a  top-­‐down  or  grassroots  approach   •  Should  be  expressed  in  terms  of  a  vision,  which  may   include:   §  A  clear  picture  of  what  the  future  would  look  like  with  this  change   §  Objec8ves  that  the  change  will  help  achieve   §  Links  to  broader  business  strategy  and/or  compe88ve  posi8on   §  Problems  that  are  solved  as  a  result  of  the  change   §  Improvement  in  relevant  metrics  and  ROI   •  Requires  ac8ve  stakeholder  management  and  therefore,   evolu8on  based  on  input   8  
  9. 9. Leveraging  Change  Management  Tools   •  Stakeholder  Analysis   •  Change  Assessment   •  Event-­‐Based  Communica8on  Plan   •  Training   •  Organiza8on  Design   •  Culture  Change   9  
  10. 10. Change  Management  Tools  –  Stakeholder  Analysis   Stakeholder   Number  of   Degree  of   Interests  and   Individual  or   People  Affected   Influence  over   Sensi<vi<es   Group   Success   (WIIFM)   10  
  11. 11. Change  Management  Tools  –  Change  Assessment   # From   To   Stakeholders   Degree  of   Approach   Affected   Impact   11  
  12. 12. Change  Management  Tools  –  Communica<on  Plan   Date   Communica<on   Purpose/ Audience   Author   Sender   &  vehicle   Key   Messages   12  
  13. 13. Organiza<on  Design  Key  Ques8ons:   •  To  what  degree  have  roles  changed?    How  will  the  changes  be   communicated?   §  Tool:    Role  Conversa8on  Scripts,  covering:   §  Ac8vi8es  that  are  the  same   §  Ac8vi8es  that  are  new   §  Ac8vi8es  that  should  stop   •  Any  new  roles  needed?    i.e.,  Centralized  sourcing  team?  Opera8ons?   Analy8cs?   13  
  14. 14. Training  Key  Ques8ons:   §  Who  needs  to  know  what,  and  when?   §  What  stakeholder  requirements  should  we  be  mindful   about?  (i.e.,  schedules,  an8cipated  acceptance  or   resistance,  preferred  learning  approaches  and  vehicles)   §  What  communica8ons  themes  should  we  con8nue  to   include  in  all  training  materials?   14  
  15. 15. Cultural  Change  Key  Ques8ons:   •  What  new  habits  do  stakeholders  need  to  embrace?   •  What  values  drive  these  new,  good  behaviors?   •  How  are  the  desired  behaviors  aligned  to  current   company  values?   •  How  can  leaders  publicly  model  good  behaviors?   •  How  can  we  reward  those  who  embody  posi8ve   behaviors?   15  
  16. 16. Measurement  Key  Ques8ons:   •  How  will  we  measure  readiness  for  change?    What  will  we   measure  at  different  points  as  we  near  implementa8on?   •  How  will  we  measure  success  post-­‐change?    What  benefits   did  we  say  we  would  achieve?    How  will  we  measure   them?       •  Make  plans  for  collec8ng  data.    What  is  the  source  of  data?     How  frequently  will  you  measure?    How  will  you  report  it?   16  
  17. 17. Celebra<ng  Success   •  Make  stakeholder  rounds  when  key  milestones   are  achieved  and  con8nue  to  collect  feedback,   but  ALSO  report  how  you  have  evolved  the   approach  based  on  their  input   •  Highlight  and  thank  those  working  on  the   implementa8on  in  addi8on  to  their  everyday  jobs   •  Reward  those  who  embrace  the  changes   17  
  18. 18. Ques<ons?   18  
  19. 19. Thank  you  for  the  opportunity  to  provide  you   with  this  informa<on!       Linda  Brenner,   Managing  Director   linda@designsontalent.com   404.313.3590     Sharon  Kaivani,   Prac8ce  Lead,  Talent  Management   sharon@designsontalent.com   404.759.8392     Designs  on  Talent,  LLC   www.designsontalent.com   Atlanta,  GA   19  

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