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The document discusses talent acquisition challenges at Calian and outlines a new recruiting framework. It notes that the current recruiting process is disjointed and not seen as strategic. The proposed framework establishes recruiting as a critical partner through people, processes, and tools. It defines recruiting roles and responsibilities, outlines key processes, and discusses metrics and customers (candidates and hiring managers). The goal is to build understanding that recruiting requires consistent communication and metrics to demonstrate its value.
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Sue ivay
- 1. Talent Acquisition atCalian
- 3. Why It Isn’tSo Easy We can get anyone we want in this market Candidates will wait as long as necessary to hear about an offer/will take any offer Unemployed candidates are bargains We are flooded with high-quality applicants We don’t need search firms anymore Candidates are desperate to find jobs
- 4. Why It Isn’tSo Easy EVP Sourcing Strategies Candidate Assessment & Selection Onboard New Employees Recruiting Function Strategy
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- 7. Problem Statement Disjointed groupof recruiters reacting to various hire requests. Viewed as administrative in nature; checking boxes, posting and praying. How do we establish a recruiting function that is recognized as a critical partner to our Hiring Managers?
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- 9. Guiding Principles Calian's Vision Tobe the most desirable Canadian company to work for, buy from and invest in. Calian's Mission To be our customers' program delivery partner, by providing value added systems and services in order to assist them in achieving their business objectives. Calian's Values Integrity, Commitment, Teamwork, Initiative and Quality
- 10. Calian Service Lines Health •Clinics – Walk-in and Family Physician Services • Healthcare Services Training • Simulation Centre • E-learning Information Technology Professional Services • Lab Management • Project Management to Testing Support Operations and Maintenance • Fleet Maintenance • Facilities Management
- 11. Recruiting Framework People Process and Tools Customers •Structure • On-boarding and on- goingTraining • Job Descriptions • Performance Management • Documented processes • IT Support (ATS, website) • Outside Service Providers • Metrics • Candidates • Hiring Managers
- 12. Customers Candidates • Segregated byvarious characteristics • EVP per grouping • General and targeted marketing approaches Hiring Managers • Workforce Planning • Education HOLD THIS THOUGHT
- 13. Processes and Tools Documentation •Process flow diagrams • Step by step details of process • Various tools Metrics Outside Services • Database access • Background checks and security IT Support • Website support • ATS
- 15. People Structure • Financial andcandidate market realities • Seat at the management table Job Descriptions & Performance Management • Process expertise, talent pipeline management & strategic advisory capabilities Training • On-boarding • On-going!
- 16. Structure Recruiting Manager • Business Partnerto Service Line Leader • Manages Recruiting Team • Ensures Adherence to Process • Owns EVP for Candidate Pool Recruiting • Works with Individual Hiring Managers to execute on each Hiring Action • Manages Candidate Relationships • Executes Recruiting Processes Talent Acquisition • Works with Recruiting Managers and Service Line Leaders to Understand Upcoming Requriements • Proactively works to understand Labour Markets
- 17. Recruiter Candidate Experts Closers Specialist Assessor Hunter LabourMarket Knowledge Negotiator Metrics Driven Results Driven
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- 19. Talent Acquisition Advisor Candidate Experts Business Influencer Closers SpecialistAssessor Hunter Labour Market Knowledge Process Driver Problem Solver Customer Focused Business Knowledge Negotiator Metrics Driven Results Driven
- 20. SOURCING Major Phases ofthe Recruiting Process QUALIFYING CLOSING
- 21. Clarity Is Key Thereis complete clarity around who is responsible for each piece of the recruiting process Recruiting owns the candidate until the Letter of Offer is signed.
- 22. On-Boarding It’s important Hiring Managers– educate them! • Walk them through the recruiting process - show them how to leverage Recruiting.
- 23. What Have WeLearned Understanding is not built on one conversation. Message must be consistent. Metrics speak to a broad audience.