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TA Leaders: Get Out of the Silo-Rencher

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TA Leaders: Get Out of the Silo-Rencher

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TA Leaders: Get Out of the Silo-Rencher

  1. 1. 20+ years of experience across the profit, non-profit, domestic, global – includes iconic brands, and some ‘firsts’ within entrepreneurial arenas Served as a nonprofit consultant for the sector, advising senior leaders, Board members and staff Currently, Chief People Officer of the Girl Scouts of the USA Recently founded Who’s Got Next in HR?, Inc. (WGNinHR) challenging conventional wisdom around career paths for HR professionals. Avid writer, published author: on WGNinHR; LinkedIn; HR People + Strategy, SHRM’s Executive Network Joanne Rencher wgninhr.org
  2. 2. Getting Out of Silos: TA Leaders Serving as Business Partners
  3. 3. TA Leaders must serve as Business Partners “Business Partners help to translate the talent resources into measurable business results” Dissector of Business Issues Strategic Positioner Analytical Thinker Capability Builder Relationship Manager Courageous Leader Adapted from Dave Ulrich (Professor, University of Michigan, Partner at the RBL Group, Author of: HR From the Outside In)
  4. 4. 1.14% 3.53% 4.81% 0.00% 2.79% 4.53% 0% 1% 2% 3% 4% 5% Below Expectations Meets Expectations Exceed Expectations Individual Contributors Individual Contributor (IC) CEB IC “Working for the Girl Scouts of the USA is an opportunity to join a cadre of industry high performers”
  5. 5. Strategic Positioner TA as Business Partner: Embed competitive position in social media sites and marketing materials Challenge: Competing for talent against organizations with strong individual contributors Data and Analysis: Identification: isolating external benchmarks, and our unique competitive position 1.14% 3.53% 4.81% 0.00% 2.79% 4.53% 0% 1% 2% 3% 4% 5% Below Expectations Meets Expectations Exceed Expectations Individual Contributors Individual Contributor (IC) CEB IC “Working for the Girl Scouts of the USA is an opportunity to join a cadre of industry high performers”
  6. 6. 26.32% 57.89% 15.79% Breakdown of 19 Open Positions repositioned mid-search Salary Range Changes Job qualifications/duties change Management not aligned
  7. 7. Dissector of Issues TA as Business Partner: TA lead gathers intel from next level business leaders, HR leaders before scheduling launch meeting. Current stat: < 20% of positions shift after posting Challenge: Shifting business needs within an immense period of change, fluidity across organization Data and Analysis: Discovery: 44% of total open positions posted in past 2 Qtrs had to be pulled from market, repositioned 26.32% 57.89% 15.79% Breakdown of 19 Open Positions repositioned mid-search Salary Range Changes Job qualifications/duties change Management not aligned
  8. 8. Analytical Thinker TA as Business Partner: Cancelled some contracts with low-yield sources - and plucked some low-hanging fruit (i.e. Employee Referral Program!) Challenge: Scattershot sourcing based on legacy practices, manager preferences is hindering TA program Data and Analysis: Use of analytics: hidden group patterns (clustering) starts to crack the code. Which cluster of recruiting sources can predict better retention?
  9. 9. 1 1 2 2 3 3 4 6 5 12 4 0 2 4 6 8 10 12 14 Nov - 14 Dec - 14 Jan - 15 Feb - 15 Mar - 15 Apr - 15 May - 15 Jun - 15 Jul - 15 Aug - 15 Sep - 15 Open Jobs by Month FY 2015 New Positions Replacements Total
  10. 10. Courageous Leader TA as Business Partner: Dedicated HR Business Partner periodically joins select TA leads for launch meetings to do ‘issues probing.’ Culture ‘ambassadors’ will participate in interview panels Challenge: Frequent loss of talent is draining TA capacity. TA team can’t focus on scaling/new program strategies. Trapped in ‘deficit recruiting’ Data and Analysis: At one point in time, 4 out of every 7 vacancies was a result of early turnover (< 2 years) 1 1 2 2 3 3 4 6 5 12 4 0 2 4 6 8 10 12 14 Nov - 14 Dec - 14 Jan - 15 Feb - 15 Mar - 15 Apr - 15 May - 15 Jun - 15 Jul - 15 Aug - 15 Sep - 15 Open Jobs by Month FY 2015 New Positions Replacements Total
  11. 11. Where can you raise the bar in TA to serve as stronger Business Partners? What/Who are the natural enablers in your company– i.e. willing business leaders? What can you take off-the-plate to facilitate a greater focus on value-added Business Partnership?
  12. 12. Questions?

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