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Building Capability 2012 - The Standard Model of Recruitment

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Andy Dolby from Write Research challenges our notions of the Standard Model of Recruitment in his key note session at our Building Capability Conference 2012

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Building Capability 2012 - The Standard Model of Recruitment

  1. 1. The Standard Model of‘Recruitment’The Forum for In-House Recruitment ManagersBuilding Resourcing Capability ConferenceFriday September 21 2012
  2. 2. MARKETS ORGANISATIONS PEOPLETalent Acquisition,Research & Insight
  3. 3. Increased activity in assignments to understand competitor activities… Brand Audits and Salary Surveys Talent Acquisition Strategies Global Mobility Programmes Talent Management & Development Schemes HRBP Roles & Responsibilities HR Shared Service Centres …Internal Recruitment Teams
  4. 4. The very handsome Professor Brian Cox Some particles and stuff…..
  5. 5. ‘...we need to guard against a new HR orthodoxy: thepopularity of the three legged stool model (Ulrich)meaning we pay too little attention to anorganisation’s unique context and business strategywhen designing the HR function.Rather than focus on structure, our Next GenerationHR work suggests a number of design principles tohelp create an HR function which is insight-driven. ‘ Warning Not to be taken too literally
  6. 6. The ‘Ulrich’ From ‘doing’ to ‘delivering’ 3-box model - Strategy execution - Administrative efficiency - Employee contribution - Capacity for changeCentres Of Expertise HR Business PartnersLearning & DevelopmentEmployee RelationsReward (C&B) Shared Service CentreTalent
  7. 7. Does recruitment fit within the 3-boxmodel….…and if so, where…and if not, what is the optimumsolution to replace it?
  8. 8. Developing a Standard Model of….??A) RecruitmentB) Talent AcquisitionC) ResourcingD) StaffingE) Other
  9. 9. Structure Our HR model can best be described as… A) Pure 3-Box applied globally B) 3-Box with local variations C) Adapted version of 3-Box D) Totally different HR structure
  10. 10. Structure Currently ‘recruitment’ sits… A) As an independent function outside a 3-Box HR B) As a ‘Centre of Expertise’ within a 3-Box HR C) Within ‘Shared Service Centre’ in a 3-Box HR D) Hybrid across, ‘C of E’ and ‘SSC’ in a 3-Box HR E) As a separate function/team in a non-3-Box HR
  11. 11. Structure If you ran the company, ‘recruitment’ would be….. A) A centralised function totally separate from HR B) A specialist function devolved to business units C) A ‘Centre of Expertise’ within HR D) A ‘Shared Service Centre’ function E) Part of an integrated ‘Talent’ function
  12. 12. Strategy If you were setting strategy, ‘recruitment’ would be….. A) A global operating model deployed consistently B) A global model with minor local variations C) A ‘framework’ with flexibility to meet local needs D) Managed independently to reflect local conditions
  13. 13. Responsibilities The strategic objective of a ‘recruitment’ function should be to… A) Attract, engage and hire people B) Identify and acquire ‘better’ people C) Appoint ‘transformational’ people D) Contribute to organisational effectiveness
  14. 14. Responsibilities To become a true strategic partner to the business, ‘recruitment’ needs to… A) Improve delivery effectiveness and cost efficiency B) Focus more on building proactive talent pipelines C) Gain a deeper insight and understanding of the external talent market D) Develop an effective workforce planning process
  15. 15. Scope The ‘recruitment’ function should be responsible for… A) Permanent external recruitment only B) Permanent and temporary external recruitment C) Permanent, temporary and Interim recruitment D) Permanent, temporary, Interim and Contractor recruitment E) All forms of external hiring and internal recruitment/mobility
  16. 16. Scope The majority of Executive appointments are best managed by… A) Senior Directors directly with Exec Search firms B) Generalist Recruiters with Exec Search firms C) Generalist Recruiters D) Specialist internal Exec Recruiters & Researchers E) Internal Exec Recruiters & external Researchers
  17. 17. Roles The interface with the business is best managed by… A) HRBPs as part of their wider remit B) ‘Talent’ Business Partners C) Specialist ‘Recruitment’ Business Partners D) Recruiters without need for BP intermediary E) Other
  18. 18. Roles The transactional element of recruitment process management is best delivered by…. A) Generalist HR administrators in a Shared Service Centre B) Recruitment specialists in a Shared Service Centre C) Combined Recruiter/Co-ordinator team D) Outsourced to 3rd party
  19. 19. Technology From a technology perspective, recruitment is best supported by… A) Recruitment module within an enterprise HRIS B) Specialist ‘standalone’ ATS C) Portfolio of niche software solutions (ATS/CRM/Social media/Brand/web analytics) D) Integrated Talent Management platform
  20. 20. Partners Talent attraction activities (advertising, digital marketing, brand mgt, social media etc) is best undertaken by… A) Integrated recruitment marketing agencies B) Specialist providers of individual elements C) Internal functions D) Corporate marketing/comms agencies
  21. 21. Partners Candidate sourcing and market mapping is best delivered by… A) Specialist internal teams of scouts/sourcers B) External specialists on an outsourced basis C) Hybrid model of internal and external capability D) Part of generalist Recruiter’s responsibilities
  22. 22. Partners Recruitment agencies will be responsible for the following % of permanent hires A) 0-5% B) 6-15% C) 16-25% D) 26-50% E) 51%+
  23. 23. Existing InsightBest-in-Class Metrics- 91% of hires retained beyond year one- 86% of key positions filled internally- 23% year-on-year improvement in hiring manager satisfactionBest-in-Class Common Characteristics- Validated data linking talent acquisition initiatives to organisational profitability- Use of social media to engage candidates and build communities of talent- Measuring Quality of Hire based on organisational fit and performance- Integration of talent acquisition practices with performance managementBest-in-Class Action Points- Strengthen employer branding initiatives and improve candidate experience- Identify critical roles and concentrate on delivering quality hires- Measuring Quality of Hire based on organisational fit and performance- Invest in innovative technology (social media/CRM/video) Aberdeen Group. Strategic Talent Acquisition, Are you prepared to hire the best?
  24. 24. Next StepsOutputs from today will be compiled into a single graphic modelLaunch of the Strategic Talent Acquisition Report 2012 (STAR 2012)Workshops and forums through The FIRM to continue the debate
  25. 25. …and the powerful force that holds the standard model together is.... …insight symmetry

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