The Standard Model of ‘Recruitment’

The Forum for In-House Recruitment Managers

Building Resourcing Capability ConferenceFriday September 21 2012

Talent Acquisition, Research & Insight

MARKETS

ORGANISATIONS

PEOPLE

Talent Acquisition Strategies

Global Mobility Programmes

Talent Management & Development Schemes

HRBP Roles & Responsibilities

HR Shared Service Centres

Increased activity in assignments to understand competitor activities…

…Internal Recruitment Teams

Brand Audits and Salary Surveys

The very handsome Professor Brian Cox Some particles and stuff…..

‘...we need to guard against a new HR orthodoxy: the popularity of the three legged stool model (Ulrich) meaning we pay too little attention to an organisation’s unique context and business strategy when designing the HR function.

Rather than focus on structure, our Next Generation HR work suggests a number of design principles to help create an HR function which is insight-driven. ‘

WarningNot to be taken too literally

Centres Of Expertise

Shared Service Centre

Learning & Development

Employee Relations

Reward (C&B)

Talent

The ‘Ulrich’ 3-box model

HR Business Partners

From ‘doing’ to ‘delivering’- Strategy execution- Administrative efficiency- Employee contribution- Capacity for change

Does recruitment fit within the 3-box model….…and if so, where…and if not, what is the optimum solution to replace it?

A) Recruitment

B) Talent Acquisition

C) Resourcing

D) Staffing

E) Other

Developing a Standard Model of….??

A) Pure 3-Box applied globally

B) 3-Box with local variations

C) Adapted version of 3-Box

D) Totally different HR structure

Our HR model can best be described as…Structure

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

Currently ‘recruitment’ sits…Structure

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

If you ran the company, ‘recruitment’ would be…..

Structure

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

If you were setting strategy, ‘recruitment’ would be…..

Strategy

A) Attract, engage and hire people

B) Identify and acquire ‘better’ people

C) Appoint ‘transformational’ people

D) Contribute to organisational effectiveness

The strategic objective of a ‘recruitment’ function should be to…

Responsibilities

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

To become a true strategic partner to the business, ‘recruitment’ needs to…

Responsibilities

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

The ‘recruitment’ function should be responsible for…

Scope

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

The majority of Executive appointments are best managed by…

Scope

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

Roles The interface with the business is best managed 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

Roles The transactional element of recruitment process management is best delivered 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

Technology From a technology perspective, recruitment is best supported by…

A) Integrated recruitment marketing agencies

B) Specialist providers of individual elements

C) Internal functions

D) Corporate marketing/comms agencies

Partners Talent attraction activities (advertising, digital marketing, brand mgt, social media etc) is best undertaken 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

Partners Candidate sourcing and market mapping is best delivered by…

A) 0-5%

B) 6-15%

C) 16-25%

D) 26-50%

E) 51%+

Partners Recruitment agencies will be responsible for the following % of permanent hires

Existing Insight

Best-in-Class Metrics- 91% of hires retained beyond year one- 86% of key positions filled internally- 23% year-on-year improvement in hiring manager satisfaction

Best-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 management

Best-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?

Launch of the Strategic Talent Acquisition Report 2012 (STAR 2012)

Next Steps

Outputs from today will be compiled into a single graphic model

Workshops and forums through The FIRM to continue the debate

…and the powerful force that holds the standard model together is....

…insight symmetry