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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  • 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.
  • Building Capability 2013 - Gaining the Talent Edge, Andy Dolby, Write Research

    1. 1. Gaining The Talent Edge;How to close the gap between Workforce Planning andTalent Acquisition strategies…The Forum for In-House Recruitment ManagersBuilding Resourcing CapabilityFriday May 17 2013it’s a kind of magic.
    2. 2. Global TalentAcquisition,Research & InsightMARKETSORGANISATIONSPEOPLE
    3. 3. Strategic Talent Acquisition ReportLaunched at The FIRM Conference in Sept2012.Findings based on Audience Voting at theconference (102) & online survey (264).Key areas of focus:- The increasing strategic importance oftalent acquisition- Key priorities for Resourcing professionals- Measuring the effectiveness of talentacquisition strategies- The capability and expertise of in-houseteams- The development of talent pipelinesaligned to workforce plans- Career pathways for in-house Resourcingprofessionals
    4. 4. Gaining The Talent Edge….…a metaphor.InspiredHard workConstant maintenanceA firm grip
    5. 5. Gaining The Talent Edge….…a metaphor.InspiredHard workConstant maintenanceA firm gripAligned to organisational goals
    6. 6. A question will appear on thescreen with numberedoptions, when you’re asked tovote press the correspondingnumber on your keypad.If you wish to change yourchoice simply press your newselection. Your last buttonpressed is the vote cast.Voting Procedure
    7. 7. “Sir Alex Ferguson is without doubt, the greatest living Briton.”Do you…..?1) Agree strongly2) Agree3) No opinion4) Disagree5) Disagree strongly7%6%14%22%52%
    8. 8. 65% believe recruitment isviewed ‘more importantly’by senior managers thanbefore the recession.Of whom, 22% think it isseen to be ‘significantlymore important’.50% believe that seniordirectors now seerecruitment as of ‘aboveaverage importance’.The increasing importance of talent acquisition.Of whom, 15% think it is‘a source of competitiveadvantage’.
    9. 9. 1) The move from ‘recruitment’ to ‘talent acquisition’ represents more than a change ofname and reflects a transformational shift in the importance of identifying and engaging highperforming people for critical roles.Do you…..?1) Agree strongly2) Agree3) No opinion4) Disagree5) Disagree strongly23%46%8%17%6%
    10. 10. 52% indicate that‘developing andimplementing strategicresourcing plans andinitiatives’ is one of thetop 3 activities thatoccupies the majority oftheir time on a day-to-daybasis .25% are also ‘participatingin wider business planningprocesses’.Talent acquisition has an increasingly strategic dimension.90% of organisations nowhave a formal recruitmentstrategy and policy.66% believe ‘recruitment’would be best placed aspart of an integrated‘Talent’ function.
    11. 11. 2) We are increasingly being asked to think strategically and take action that will contribute tothe long term success of the organisation and not just fill an open hiring requisition.Do you…..?1) Agree strongly2) Agree3) No opinion4) Disagree5) Disagree strongly32%53%2%11%2%
    12. 12. Workforce planning is central to strategic talent acquisition.49% of The FIRMConference delegatesbelieve ‘developing aneffective workforceplanning process’ iscentral to Resourcingbecoming a strategicpartner.70% believe the strategicobjective of a resourcingfunction should be to‘contribute toorganisationaleffectiveness’.32% rank ‘moving toproactive strategicresourcing aligned tomanpower plans’ as a top 3priority.71% believe recruitmentwould be best supportedby an ‘integrated talentmanagementtechnology platform.’
    13. 13. 3) For talent acquisition to become truly strategic there must be a clear articulation of futurehiring requirements (both internally and externally) developed within a formal workforceplanning process.Do you…..?1) Agree strongly2) Agree3) No opinion4) Disagree5) Disagree strongly48%45%2%3%1%
    14. 14. Workforce planning continues to be poorly developed.In 13% of organisationsworkforce planning doesnot happen at all.Only 4% believe theirworkforce planning is ‘welldeveloped with a highcorrelation betweenforecast and actual activity’.86% rate theirorganisation as ‘average’or worse when it comes toworkforce planning37% think their workforceplanning activities are‘below average ’.
    15. 15. 4) We have a clear view of the future talent requirements of our business and we canprecisely define the areas where we will need to build pipelines of talent to meet futurehiring needs.Do you…..?1) Agree strongly2) Agree3) No opinion4) Disagree5) Disagree strongly1%20%8%52%19%
    16. 16. 5) ONLY FOR THOSE WHO DO NOT AGREE WITH PREVIOUS STATEMENT…Do you have a problem due to…?1) Lack of buy-in from management2) Unpredictable external factors3) Absence of a structured approach4) Shortage of internal resources5) Disconnect with organisational goals12%25%54%6%4%
    17. 17. Talent pipelines are seen as an important part of the future.56% place ‘buildingproactive talentpipelines/communities’ asa top 3 priority.21% now rate ‘proactivelybuilding talent pipelines’ asone of the three activitiesthat occupies the majority oftheir time.27% believe they have a‘better than average’approach to building apipeline of externalcandidates for futureopportunities.15% describe their use oftalent pipelines as a sourcecandidates for newvacancies as ‘better thanaverage’.
    18. 18. 6) Talent pipelines are one of the most important components of a strategic approach totalent acquisition.Do you…..?1) Agree strongly2) Agree3) No opinion4) Disagree5) Disagree strongly37%47%5%11%0%
    19. 19. 7) ONLY FOR THOSE WHO DO NOT AGREE WITH PREVIOUS STATEMENT…Do you disagree because…?1) You think ‘pipelines’ are just a fad2) Unsuccessfully tried to build a pipeline3) Built pipelines but found it rare to actually appoint anybody4) Studied but decided not to proceed5) Not really considered pipelines0%0%50%50%0%
    20. 20. Internal teams lack the experience to build successful pipelines.43% describe theirapproach to buildingpipelines as ‘belowaverage’ or they have ‘noco-ordinated plan’.55% describe their currentuse of talent pipelines tosource candidates for newvacancies as they arise as‘below average’ or ‘rare’.Only 19% would describe thecompetence of their internalteam as ‘expert’ for buildingtalent networks. 30% describe their internalteam as ‘beginners’.
    21. 21. 8) Our internal team is fully up-to-speed with all the skills and techniques required tosuccessfully build, manage and sustain a pipeline of candidates to meet current and futurehiring needs.Do you…..?1) Agree strongly2) Agree3) No opinion4) Disagree5) Disagree strongly5%9%8%66%13%
    22. 22. Gaining an understanding of the external talent market.Only 6% have a ‘verylimited externalperspective’.9% have a ‘deepinsight…gained throughstructured research andmapping’.39% have a ‘basic knowledgegained as a product ofnormal activity that could beimproved’.47% have a reasonableunderstanding based onad hoc desk research andinformation gathering’.
    23. 23. 9) We have a very good knowledge of the external market with a deep insight of where tolook for critical talent and deep understanding of our position with respect to rewards andbrand perception.Do you…..?1) Agree strongly2) Agree3) No opinion4) Disagree5) Disagree strongly7%30%5%50%8%
    24. 24. Gaining The Talent Edge;A conceptual model
    25. 25. ResourcingAcquisitionIntelligenceInsightWORKFORCEPLANNING
    26. 26. 73% ‘measure time tohire’.Only 23% measure ‘criticalrole succession coverage’.Renegotiate your KPIs to reflect strategic goals.74% measure ‘cost per hire’.Only 27% measure ‘newhire performance in post’.
    27. 27. Do it now, before operational priorities exceed capacity55% are likely to managemore elements of permanentrecruitment internally.67% expect permanentrecruitment to eitherremain ‘roughly constant’or ‘slightly increase’.35% already handling 21or more open roles.54% do not expect the sizeof the internal team tochange.
    28. 28. Gaining The Talent Edge;Is really just the ability to predict the future……and that actually is a kind of magic

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