Turning Around the Talent Acquisition Function
A Talent Acquisition leader—new to the function at a Fortune 500 organization—was concerned about the function’s reputation within the business. Senior leadership wanted quality of hire dramatically improved, while reducing costs. inTalent was hired to identify the root causes of the problems and improve the speed, quality and costs of filling jobs.
Our process involved a thorough assessment of the current state and a comparison of those results to the desired state. From there, inTalent partnered with TA and HR leaders to prioritize the work. Over the next several months, the roles, responsibilities and organizational structure were clarified; and technology, processes and tools were improved. As a part of the assessment phase, a one-day recruitment assessment center was conducted—for everyone from coordinators to recruiting directors—to evaluate the team’s recruiting strengths and needs, and guide decisions around further training and development.
To help the organization improve the consistency, effectiveness and efficiency of Talent Acquisition, the inTalent team partnered with the head of Recruiting to:
- Redefine roles and responsibilities among the stakeholders and the recruiting team
- Create new processes, tools and practices for the recruiting of exempt vs. hourly employees
- Work with HRTS and the TA teams to configure the ATS more appropriately for the recruiting of exempt and hourly employees
- Assess the recruiting skills of the team and build training solutions that mapped directly to their needs
- Create and implement a communication plan to help the organization understand the path and objectives of the changes
- Help the TA leaders identify and leverage the right metrics to evaluate the progress of the work
This organization valued customer service above all else. But it created an environment where everyone on the TA team was working in a different—and costly—way to ‘service’ every hiring manager and candidate in the way they felt was best. inTalent helped the leaders determine what their desired state was—in terms of service levels and goals—and then we optimized the technology, process, tools and training to get there.