Strategic Talent Acquisition Report (STAR 2013)
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Strategic Talent Acquisition Report (STAR 2013)

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The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of......

The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of the on-going transformation of resourcing strategy and practice in the UK. The Report focuses on the following areas:
- 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

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  • 1. w w w . w r i t e r e s e a r c h c o m p a n y . c o m w w w . t h e f i r m - n e t w o r k . c o m2013Strategic TalentAcquisition ReportAn analysis of the on-going transformation of resourcingstrategy and practice in the UKProduced by:The Write Research Company &The Forum for In-House Recruitment Managers
  • 2. Strategic Talent Acquisition Report 2013Page2ForewordHello and welcome to the inaugural Strategic Talent Acquisition Report (STAR).Can we begin by extending our sincere gratitude to all the Resourcing professionalswho gave their time to provide the data for this Report.This is the first in what we plan to be a series of annual reports which will try andmake some sense of the on-going ‘transformation’ of resourcing strategy andpractice in the UK. STAR is a collaborative initiative undertaken by The WriteResearch Company and The Forum For In-House Recruitment Managers (TheFIRM).From conversations in summer 2012 we felt that while there was an abundance ofreally excellent published research, in general terms most of it was either overly UScentric, completed by professionals with a wider HR remit or primarily focussed ontactical recruiting activities. So STAR was created to begin to fill this gap in ourknowledge.It is not our intention to provide definitive answers or prescriptive solutions. Ouraim is simply to share empirical data and informed commentary that we trust youwill find interesting, stimulating and worthy of further debate.From the outset we were interested in two-key themes:i. Has the recession actually changed the role of resourcing, and if so, how?ii. What impact has any change had for the career expectations ofResourcing professionals?Underlying these headline issues were a number of assumptions and perceptionsthat we wanted to challenge and corroborate:i. Is recruitment really seen as ‘the poor relation’ within HR and is thischanging?ii. In reality, is there a move from reactive hiring to proactive, strategic talentacquisition aligned with workforce plans?iii. Do Talent pools (or banks / pipelines / networks / communities etc.)actually work and what role will they have in the future?Andy Dolby, Chief ExecutiveThe Write Research CompanyEmma MirringtonThe FIRM
  • 3. Strategic Talent Acquisition Report 2013Page3What’s in a name?Choosing a name for the Report became a hotly debated subject. From‘recruitment’, ‘resourcing’ and ‘hiring’ to ‘talent acquisition’ ‘staffing’, ‘sourcing’,‘scouting’ and ‘attraction’ there are a myriad of ways to describe all or part of theprocess of finding, selecting and employing new people for our organisations.This range of options was confirmed when we asked internal Recruiters:“What would be the best ‘label’ to describe the act of finding and engaging newtalent”?Source: The FIRM Conference September 2012The results confirmed that there is no single word or phrase that is universallyapplied to engaging new talent; however ‘Talent Acquisition’ has become thepreferred descriptor.Rather than attempting to incorporate all of these various role titles, for simplicitywe will use the terms ‘Recruiters’ or ‘Resourcing professionals’ interchangeablythroughout in the Report to represent everybody involved in talent acquisitionactivities.44% Talent Acquisition27% Resourcing25% Recruitment
  • 4. Strategic Talent Acquisition Report 2013Page4Data sourcesInformation contained within STAR 2013 has been obtained from two primarysources:The FIRM Conference September 2012As part of a one-day FIRM Conference, 101 senior in-house Resourcingprofessionals attended a 45 minute seminar at Centre Point, London. Delegateswere broadly representative of The FIRM membership with a diverse cross-sectionof employers represented from retail and financial services to technology, businessservices, transportation and manufacturing. Each delegate was provided with avoting pad and asked a sequence of 12 questions.Online Questionnaire September/October/November 2012A request to complete 33 questions online was distributed to all members of TheFIRM with additional invitations sent to clients and contacts of Write Research.Where possible, circulation was restricted to those individuals who were primarilyinvolved in resourcing related activities (as opposed to generalist HR, L&D etc.). Inall, 264 questionnaires were fully completed and returned for analysis.
  • 5. Strategic Talent Acquisition Report 2013Page5Executivecommentary
  • 6. Strategic Talent Acquisition Report 2013Page6The Report sends out a very simple message to those of us involved in resourcing -now is the time to ‘step up’. The transition from ‘recruitment’ to ‘talentacquisition’ appears to be more than just a change of name. The recession has hada profound impact on senior management attitudes to the importance of newtalent. ‘People are our greatest asset’ is now a clarion call to find high-performersfor critical roles who can drive organisational change and deliver corporate success.Despite the high levels of unemployment this remains a challenge. The CIPD(2012), Resourcing and Talent Planning shows 82% of organisations are reporting‘having experienced difficulties in filling at least some vacancies’. This is not just aUK phenomenon. The highly respected Bersin by Deloitte (2013), Predictions for2013, discusses a ‘Talent Paradox’, where despite high levels of unemployment agenuine skills shortage is holding back growth in the USA.What is less evident is whether Resourcing professionals believe they are currentlyequipped to meet this challenge.While there is a greater emphasis on forward planning, Resourcing professionalsfeel they have yet to make a genuine contribution to strategic decision making. Infact, many report that they currently work within a global resourcing frameworkwhich allows them little if any local flexibility.However ‘being strategic’ means much more than just being better prepared. TheAberdeen Group (2012), Strategic Talent Acquisition; Are you prepared to hire thebest? describes the organisations with ‘best-in-class’ performance as sharing thefollowing characteristics:i. Linking talent acquisition initiatives to organisational profitability throughvalidated dataii. Using social media to engage candidates and build talent communitiesiii. Measuring Quality of Hire based on organisational fit and performanceiv. Integrating talent acquisition practices with performance managementSTAR shows that in the UK we are still focussed on measuring resourcingperformance against tactical efficiency metrics, such as cost per hire and time tohire, with little or no correlation to organisational effectiveness. It is thereforeperhaps not surprising that the daily focus remains on delivering efficiencies ratherthan achieving strategic organisational goals.It’s time to step up.Make the paradigm shift from ‘forward planning’ to ‘strategictalent acquisition’.
  • 7. Strategic Talent Acquisition Report 2013Page7STAR confirms that the current focus is indeed on building talent pipelines – as wellas improving employer branding. However, it provides little evidence that thecreation of candidate pools is delivering real value as a source of future hires.The key issue seems to be a continuing difficulty with the accuracy of workforceplanning and questions about how to develop pipelines in areas where there willactually be a need to hire in the future. Additionally, a clearer understanding of thesize, structure and characteristics of the external market is essential.While there are multiple influencing-factors that seem to be restricting Resourcingprofessionals from operating at a more strategic level, one of the key challenges ishow to escape the day-to-day priority of undertaking tactical hiring activities.In reality, this is of course profoundly difficult to achieve and the Report suggests itwill only get harder during this year, as:- Hiring levels will stay roughly the same, or slightly increase.- Internal teams will be expected to manage more of the process withless external support.- There will not be an increase in some internal team sizes.The demands upon internal resources are further compounded by theunpredictability of recruitment activity. With teams being sized at ‘business asusual’ levels the peaks in activity are creating rising levels of stress and pressure.Traditionally these peaks would have been managed by passing vacancies toagencies but today this is less of an option when performance KPIs restrict thevolume of work that can be given to intermediaries.Only build talent pipelines that are aligned to accurateworkforce plans and informed by an understanding of theexternal market.You have to make time in the day for strategic initiatives if youreally want to make a difference.Keep exploring alternative solutions for dealing with peaks inhiring activity.
  • 8. Strategic Talent Acquisition Report 2013Page8The Report makes it clear that time management is not the only challenge. It isevident that Resourcing professionals are also not confident in the technicalcompetence of their teams beyond tactical recruiting activities.Importantly there is a direct correlation between the areas that have beenidentified as priorities and the skills in the greatest need of development withininternal teams.Key areas for development are:- Strategic resource planning- Employer branding- Building talent networks- Executive selection.As an in-house Resourcing professional, there is therefore a real opportunity tobroaden your skill-base and acquire new areas of expertise.The Report reinforces the view that Resourcing professionals have been a relativelytransient community, with internal teams populated largely by ex-AgencyRecruiters looking for a stepping stone to a wider role in HR. The good news is thatthis appears to be changing with talented people now looking to forge long termcareers in talent acquisition – providing that genuine pathways are created.Start building the capability of internal teams NOW.Create credible career pathways for your team.
  • 9. Strategic Talent Acquisition Report 2013Page9KeyFindings
  • 10. Strategic Talent Acquisition Report 2013Page10Historically it could be said that HR, andrecruitment in particular, were seen as the ‘poorrelations’ among the central enabling functions.STAR strongly suggests that those days are nowbehind us, with the recession proving to be apivotal moment.Senior managers are now advocates of people-centric strategies that place the appointment oftransformational individuals to critical roles as acentral tenet of organisational success. Economicpressures and corporate caution may continue tofocus the talent debate on internal mobility andthe development of existing employees howeverthe identification of best in class individuals fromthe external market is of increasing importance.Of course, we have to be careful about theseconclusions. These are the views of Recruiters andnot the senior management team; however theresults are consistent with other data sources andthe anecdotal evidence provided by seniorResourcing professionals.In fact, a recent report (The Boston ConsultingGroup (2012), From Capability to Profitability)indicates that of 22 HR Topics, ‘delivering onrecruiting’ has the biggest impact on organisationalrevenue growth and the second highest on profitmargin. In addition, improving employer brandingranked 4thfor both revenue and profit.Since the start of the recession talent acquisition hasincreasingly gained a presence and credibility where it is nowseen as valuable contributor to organisational success.50% of professionals believe that seniordirectors now see recruitment as of‘above average importance’.25% state that ‘participating in the widerbusiness planning process’ is a keycomponent of their working day.15% feel that recruitment is seen asa ‘source of competitive edge and acore transformational force drivingorganisational effectiveness’.65% believe recruitment is viewedmore importantly by seniormanagers than before the recession.22% feel there has been asignificant change.
  • 11. Strategic Talent Acquisition Report 2013Page11STAR confirms that there has been atransformation in talent acquisition practice. 90%of the organisations in the survey now have aformal recruitment strategy and policy.In 67% of all cases, this strategy is defined centrallyand then implemented globally. The majority(46%) develop a core policy which is then flexed toreflect local business unit needs or circumstanceshowever, in more than one in five instances, thisdeployment is the same across all business unitsand geographies. Nearly a quarter take analternative approach; developing policyindependently within each local business unit.Interestingly, delegates at The FIRM Conferencehad a virtually unanimous view of how strategyshould be developed. 99% indicated that if it wereup to them, there would be a global model orsingle framework with either minor local variationsor a small element flexibility to reflect theparticular needs of different business units.This would seem to imply that more than half ofResourcing professionals operate within aframework that has not been developed andimplemented in what they believe to be the bestway.Virtually all organisations have a structured approach todeveloping a resourcing strategy, with most created centrally.Less than half implement strategy in the way Resourcingprofessionals would prefer.46% have centrallydeveloped strategies that aredeployed flexibly to reflectlocal conditions.90% of organisations nowhave a structuredapproach to developing aresourcing strategy.23% have strategies that are developedindependently within each local operatingbusiness or geography.21% operate centrallydeveloped strategies that areimplemented uniformly acrossthe world.
  • 12. Strategic Talent Acquisition Report 2013Page12Senior Resourcing professionals clearly aspire to actmore strategically and want to place operationalactivities within a broader organisational context.Over half indicated that ‘developing andimplementing strategic resourcing plans’ was oneof the top three activities they are involved in on adaily basis. However, the data indicates that‘implementing’ plans is taking precedent over‘developing’, with 46% also stating that ‘directsourcing for roles’ featured in the top threeactivities and 42% indicated that ‘consulting andadvising hiring managers’ was a priority.There is a correlation here between size oforganisation and how time is spent. Within smallerorganisations (of 1,000 employees or less) 42% ofResourcing professionals spend a large element ofthe day actively managing candidates through theprocess. This compares to only 9% of professionalswithin organisations of between 10,001-50,000employees. Conversely, only 29% of people insmaller organisations are involved in strategicplanning on a daily basis, compared to 60% in thelarger companies.Irrespective of the company size, 78% of allResourcing professionals still have to spend someelement of the day actively ‘recruiting’ for 6 ormore open roles. This would be in addition to thenumber of roles being managed by the team forwhich they are accountable.While Resourcing professionals have aspirations to make astrategic contribution, most have to strive to balance this withthe pressure of delivering operational ‘recruiting’ activity.52% indicate that developing andimplementing strategic resourcingplans and initiatives is a top 3 priorityon a day-to-day basis.46% indicate that direct sourcingfor roles is a top 3 priority on aday-to-day basis.42% spend a significant portion ofeach day consulting and advisinghiring managers.44% are managing 6-20 openroles at any time.79% are personallymanaging more than 6open roles at any time.
  • 13. Strategic Talent Acquisition Report 2013Page13The performance of Resourcing teams continues tobe measured against tactical hiring metrics, such astime to hire (73%), cost per hire (74%) and hiringmanager satisfaction (59%). While sourcingchannel mix (56%), candidate satisfaction (47%)and Agency usage (62%) are increasingly monitoredthere is limited analysis of quality or effectiveness.Of these indicators, 3/6 month attrition (37%) ismost often measured, followed by quality (29%),new hire performance in post (27%) and criticalrole succession coverage (23%).Organisations with higher levels of recruitment aresignificantly more likely to measure candidatesatisfaction than other employers. There alsoappears to be strong statistical link between thoseorganisations interested in candidate satisfactionand those who are being most proactive aroundbuilding talent pipelines. Additionally,organisations capturing data on new hire qualityare far more likely to see ‘enhancing the employerbrand’ as a priority.Self-evidently, Resourcing professionals must betorn between the demands to think and act morestrategically while their performance is assessed onshort-term metrics which in the majority of casesdo not effectively measure value.Operational resourcing activities continue to be measured bytactical metrics rather than quality, value or contribution toorganisational effectiveness.74% of organisationsmeasure cost per hire.73% of organisationsmeasure time to hire.Only 27% of organisationsmeasure new hire performancein post.37% measure 3/6 monthattrition rates.Only 29% oforganisations measurequality of hire.
  • 14. Strategic Talent Acquisition Report 2013Page14The data reflects the widely held sentiment amongResourcing professionals which can be summarisedas ‘I don’t really know what will happen to hiringlevels in the next 12 months’. Generally however,the private sector is feeling positive about a netincrease in hiring activity.This would seem to be supported by the CIPDLabour Market Outlook Report (LMO), Winter 2012,where the same pattern is represented. Mostorganisations are expecting to maintain staff levelsin early 2013, slightly fewer expecting to increasestaffing levels and fewer again expecting todecrease staffing levels. The number oforganisations intending to hire has steadilyimproved since summer 2012. How this plays outremains to be seen. The LMO Report showed verypositive signs of recruitment growth in autumn2010, spring 2011 and again in 2012, which was notsustained in the following quarter.This level of unpredictability is creating very realchallenges to heads of resourcing with respect toboth ‘team sizing’ and ‘budget’ setting. Without astrong sense of future hiring numbers it is verydifficult to correctly decide upon the appropriatesize of the internal team, how that team should bealigned to the business and the size of budgetrequired to deliver cost effective results.Such uncertainty would be a cause for concern inany circumstances; STAR reveals that the situationis amplified by a range of other influencing factors.Most Resourcing professionals believe permanentrecruitment activity will be similar over the next 12 monthshowever a significant proportion think levels could rise.36% of organisationsexpect permanenthiring to increase. 12% of expect asignificant increase.22% think activity levelswill decline.43% expect permanenthiring to remain roughlythe same.
  • 15. Strategic Talent Acquisition Report 2013Page15The survey provides unambiguous evidence thatresourcing is now, and will increasingly become, anin-house activity. Over 81% of the organisations inthe survey manage recruitment internally with justthe support of external recruitment consultanciesor marketing agencies. While 19% do outsource anelement of the recruitment process or an area ofactivity (graduate, volume recruitment etc.) to athird party, complete outsourcing of all activitiesremains a minority activity (2%).In the future, over 55% of respondents expect anincreasingly larger proportion of their activity to bemanaged internally with only 8% expecting tooutsource more.This would seem to indicate relative job securityand increased opportunities for most in-houseRecruiters with one in three organisationsexpecting to grow team size and only 12%predicting a reduction.On a note of caution, 54% of organisations do notexpect team size to grow. Of these, a number alsoexpect to be managing more of the activity in-house, and some are among the 36% that expecthiring levels to increase. There will therefore beincreased pressure on internal Resourcingprofessionals to deliver more, on tighter budgetsand with less external support.Overwhelmingly organisations manage resourcing internallyand they expect this trend to continue. However, they do notall believe that this will necessarily result in an expansion oftheir team.81% of organisations managerecruitment either entirelyinternally or with just theassistance of intermediaries.19% have some of theirrecruitment activityoutsourced.Only 2% are entirely outsourcedin an RPO relationship.55% expect to manage anincreasingly larger proportionof their recruitmentinternally.Only 8% are likely to outsourcemore activities to 3rdparties.54% do not expect anychange to the internalteam size.34% expect the size oftheir team to grow overthe next 12 months.
  • 16. Strategic Talent Acquisition Report 2013Page16At the same time that in-house Recruiters are beingchallenged to manage more activity they alsorecognise the need to deliver on longer-terminitiatives that will make a sustainable difference tothe effectiveness of talent acquisition. Howeverthere appears to be a mismatch between the toppriorities and internal areas of expertise.For most, building a proactive talent pipeline (56%)is one of the top 3 objectives, however only 19% ofprofessionals rank their internal team as experts inthis area and in 30% of cases they are felt to benovices. This is replicated in the next highestranking priority – enhancing employer brand (41%).Here, only 17% of respondents believe the internalteam can be called expert while 31% are novices.Other important activities, such as improvingcandidate experience (36%), extending directsourcing (24%) and cost reduction (19%) are seenas stronger areas for internal teams.Areas not currently seen to be a top priority forResourcing professionals include implementingsocial media strategies (15%), reducing time to hire(13%), relaunching employee referral programmes(9%), improving assessment tools (9%) anddeveloping international recruitment programmes(9%).Interestingly only 5% see introducing CRMfunctionality as a priority – which could be seen asa pre-requisite for effectively building talentpipelines.While Resourcing professionals are clear about deliveringforward-looking initiatives, it appears they are not confidentthat they currently have the skills within the internal team toachieve them.56% place ‘building talentpipelines and communities’ asone of their top 3 priorities.Only 19% believe their team are‘experts’ at building talentpipelines.41% see ‘enhancing theiremployer brand’ as apriority.Only 17% see their team as‘experts’ in employerbranding.36% rank ‘improvingcandidate experience’ as atop 3 priority.
  • 17. Strategic Talent Acquisition Report 2013Page17’Resourcing professionals are very committed tobuilding pipelines as a core component of futuretalent acquisition strategies. As we have seen, itwas chosen as a top-3 priority more often than anyother goal.However it is evidently a new activity for UKResourcing professionals, with only 15% oforganisations believing they make above averageuse of internal pipelines to identify candidates andonly 4% see pipelines as the primary channel foridentifying candidates before other types ofattraction or sourcing activity is commissioned.Strikingly, 55% of organisations make belowaverage or no use of pipelines to sourcecandidates.In addition it can be reasonably inferred thatorganisations are relying upon the recycling ofspeculative enquiries or candidates for other rolesto build pipelines as only 5% undertake activities toproactively build pipelines - 74% rank themselvesas average or below average in this respect.With so few organisations seeming to haveperfected this activity and in the absence of asubstantial body of UK case studies it is perhapssurprising that it is such a strong top priority for2013.Building talent pipelines may be the top priority howevermost organisations have yet to undertake any structureddevelopment activity and even fewer use them as a significantsource of candidates for new vacancies as they arise.74% of organisations would rankthemselves as ‘average’ or ‘belowaverage’ with regards to proactivelybuilding searchable networks ofpotential candidates.Only 5% undertake any activity toproactively source or attractcandidates to build a talent network.55% ‘rarely’ use or make ‘belowaverage’ use of internal talent pipelinesto identify candidates for new vacanciesas they arise.Only 15% believe they make ‘aboveaverage’ use of internal talent pipelinesto identify candidates for new vacanciesas they arise.Less than 4% see pipelines as the primary channel foridentifying candidates in advance of commissioningexternal sourcing/attraction activity.
  • 18. Strategic Talent Acquisition Report 2013Page18When asked at the FIRM conference what aResourcing function would need to do in order tobecome a ‘true strategic partner to the business’virtually half of the delegates (49.44%) felt it was‘developing an effective workforce planningprocess’. This compares to 32% of respondents tothe online survey who ranked this as a top 3priority.STAR reveals that only 4% of respondents considerworkforce planning to be currently well developedwithin their organisation - where there is a highcorrelation between forecast requirements andactual hiring activity. In 13% of organisationsworkforce planning doesn’t happen at all and in37% of cases it was rated as ‘below average’.This is combined with 39% of organisations whofeel they only have a basic knowledge of theexternal market and 6% who feel they have a verylimited external perspective. Only 9% believe theyhave a deep insight, while 47% believe they have a‘reasonable’ understanding.This apparent lack of intelligence with respect toeither the future talent requirements of theorganisation or the characteristics of the externalmarket is likely to be a major barrier to resourcingbecoming a strategic activity. It is also calls intoquestion the potential value of building pipelines asthere is a high risk that they might not be alignedwith future hiring needs and may not contain thehighest-performing professionals.While viewed as of significant importance, workforce planningcontinues to be poorly developed and implemented in mostorganisations and is combined with a lack of a structuredprocess to understand the external talent market.Only 4% of organisations considerworkforce planning to be well developedwith a high correlation between forecastrequirements and actual hiring activity.In 13% of organisationsno workforce planninghappens at all.In 37% of organisationsworkforce planning was ratedas below average.47% have a reasonableunderstanding of externaltalent markets based on adhoc research and informationgathering.9% have a deep insight of theexternal market gained throughstructured research.39% feel they only have a basicknowledge of the external market.
  • 19. Strategic Talent Acquisition Report 2013Page19On a cost per hire basis, senior and Executiverecruitment is of course disproportionately moreexpensive than any other form of talent acquisitionactivity. The CIPD (2012), Resourcing and TalentPlanning survey suggests a median cost for seniormanagers/directors of £8,000 – in reality externalhiring will be very considerably more than this.One in three organisations have already migrated asignificant proportion of this expensive activityaway from Consultancies. However given that 55%of organisations expect to manage more of theirrecruitment internally it is perhaps curious thatonly 28% of organisations are looking toincreasingly manage Executive hiring in-house.This is the one of the few areas where there is adisconnect between the data from the onlinesurvey and the delegates at the FIRM conference,where 89% indicated that they would prefer toundertake this activity using specialist InternalExecutive Recruiters supported either by internalResearchers or an external Research Consultancy.This could reflect a desire by Resourcingprofessionals to manage Executive recruitmentinternally, but that other factors are stopping thisfrom happening. This could be pressure fromBoard Directors to stick with tried and testedapproaches. Most likely however is a belief thatthis skill set does not currently exist within internalteams as only 18% ranked Recruitment as an areaof expertise (placing it 7thfrom a list of 10activities).Executive recruitment continues to maintain a ‘mystique’ withorganisations less likely to change the way they manage theseappointments than other hiring activity.63% do not expect to make anychange to their current approachto Executive recruitment.24% will remain largely withExecutive Search firms.32% will continue to manageExecutive recruitmentinternally.7% will carry on working inpartnership with specialistResearch Consultancies.28% are looking to manage moreExecutive appointments internally.Only 4% anticipate a larger rolefor external Executive Searchfirms.Only 18% rank their team as‘experts’ in Executive selection.
  • 20. Strategic Talent Acquisition Report 2013Page20Resourcing teams are full of very good, 360-degreeRecruiters. 90% have 5 or more years’ experienceand 60% have been involved for over 10 years. Asthe survey reveals, they are expert at screening andinterviewing (63%), direct sourcing (49%) andadvising hiring managers (48%).However, only 4% of team members haveexperience of any activity that isn’t eitherrecruitment or HR related. 60% come fromAgencies, 16% from a wider HR role, 9% fromExecutive Search or RPO and 11% started theirworking life in an in-house recruiting role or directfrom a graduate scheme.In the old world, when the need was for atransactional ‘recruitment function’, this would befine. STAR suggests this may no longer be enough.If the business leaders are genuinely interested intalent acquisition as a strategic activity, thenResourcing functions either need people with abroader commercial perspective, or career-recruiters need to rapidly develop a wider businessunderstanding and organisational awareness.The majority of in-house Recruiters began their career in aRecruitment Agency environment and have limitedexperience in non-recruitment related activities.60% of in-house Recruiters begantheir career in an Agency.16% started in a wider HR role.Only 4% have moved into Resourcing froma different functional area.60% have in excess of10 years’ recruitmentexperience.90% have been involvedin recruitment for 5 yearsor more.
  • 21. Strategic Talent Acquisition Report 2013Page21It is generally believed that ‘people come intorecruitment as a stepping stone to a wider HR role’.This does seem to have been true, with 1 in 3changing roles each year. This nomadicpredilection does not appear to be diminishing,with 15% more people than average currentlylooking to change job.However there are encouraging signs, with 50%looking to stay within resourcing. This suggests thatthere is a solid bedrock of career-committedprofessionals from which sustainable talentacquisition teams can now be built. There alsoappears to be an increasing understanding ofcareer management techniques, with 20% hopingto progress by acquiring a wider portfolio of talentacquisition techniques – as opposed to a verticalstep up the hierarchy.There is also a hint of a more fundamental change,with 24% interested in a wider ‘talentmanagement’ role. This quest for a broader remitis strongly supported by Bersin’s Predictions for2013 that forecasts a ‘new HR organisation’ whereHR becomes an integrated ‘talent businessoperations’ function’. It is evident that to sustainthe transformation of talent acquisition,organisations need to do much more to engage andretain talent. Specifically, clearer developmentprogrammes for Recruiters are essential.Resourcing professionals change job on a regular basis, with ahigher than average number looking to move. The majorityhope to stay within the profession and most would like toshow loyalty to their current employer.91% of Resourcingprofessionals have been intheir current role for 5years or less.28% have been in post for lessthan a year.36% are actively or semi-actively looking for their nextcareer move.50% are looking for vertical promotion orto extend their role to gain wider talentacquisition responsibilities.24% want a wider talentmanagement/developmentrole.50% feel that ‘limited opportunities forcareer progression and the lack ofclarity about potential career pathways’are the key challenges to achieving theirlong term career prospects.53% do not intend to take anyaction to start looking for a careermove to a new employer in thenext 6 months.
  • 22. Strategic Talent Acquisition Report 2013Page22About usThe Write Research CompanyAn international talent research and insight consultancy, The Write ResearchCompany helps organisations make better-informed people decisions. Gatheringand interpreting talent intelligence from across the globe, we provide strategic andtactical support in the following areas: Talent Edge – Bridging the gap between workforce planning and strategictalent acquisition to deliver sustained, measureable improvement toorganisational effectiveness. Talent Research - Identifying and engaging high-performing individuals forcritical executive, senior management, specialist or professionals roles. Talent Intelligence - Mapping and in-depth analysis to profile competitorstrategies, reward benchmarking, perception audits and market assessments. Talent Sourcing – On-going talent acquisition activity to build talent pipelinesto meet immediate and long-term hiring needs.w w w . w r i t e r e s e a r c h c o m p a n y . c o mC o n t a c t : a n d y . d o l b y @ w r i t e r e s e a r c h c o m p a n y . c o mThe Forum For In-House Recruitment ManagersRun by in-house recruiters for in-house recruiters The FIRM was founded as aLinkedIn Group in 2007. Now with over 5,800 members in 56 countries, we are asupportive and collaborative community of corporate recruitment professionalsthat provides both an online and offline hub for members to network, request help,share knowledge and give advice on all aspects of recruitment and TalentManagement.We aim to support, develop and inspire our members as well as working to ensureintegrity and best practice throughout the in-house resourcing and talentcommunity. Through doing this we aspire to raise the standard of service ourmembers provide to their internal customers and receive from external suppliers.The group is solely for In-house Recruitment professionals and is not open to thirdparty suppliers thereby providing our members with a niche and specialised groupof like-minded people within the world of in-house recruitment with whom theynetwork in a safe and closed environment.w w w . t h e f i r m - n e t w o r k . c o mC o n t a c t : e m m a @ t h e f i r m - n e t w o r k . c o m
  • 23. Strategic Talent Acquisition Report 2013Page23Join thediscussion…If you’d like to share your thoughts and views on any of the subjects covered in theStrategic Talent Acquisition Report please join the discussion at The Forum For In-house Recruitment Managers on LinkedIn.See thedetail…If you’d like to see the detailed statistics which underpin the Report, pleasecontact:a n d y . d o l b y @ w r i t e r e s e a r c h c o m p a n y . c o m
  • 24. Strategic Talent Acquisition Report 2013Page24w w w . w r i t e r e s e a r c h c o m p a n y . c o m w w w . t h e f i r m - n e t w o r k . c o m