Corporate Recruitment 2020 Maturity Model Feb 2017

www.pwc.com.au

Corporate Recruitment 2020 – Maturity Model

Published February 2017

PwC

Late in 2016 a group of corporate Talent Leaders and leading industry vendors got

together to co-design an industry Maturity Model for Corporate Recruitment.

The catalyst for this was an Australia Post project to redefine a compelling future

recruitment model to enable their growth strategy. Several industry workshops took

place in Sydney and Melbourne.

In total, over 100 people were involved in creating and refining this model which

we’re now publishing. We hope it allows you to:

• Stimulate conversations with your team, the business and leadership

• Assess your current approach to recruitment against the future

• Build a roadmap to prioritise and sequence how to move your

organisation forward.

• If you’d like more information about the Maturity Model, its content or

indeed the process of co-design please contact one of the team below. We

are also conducting a benchmarking survey (Jan/Feb) using this content so

that you can compare your current state against your industry peers.

2

Introduction and tips for use

Talent leaders/recruitment team

• Use it as a diagnostic and benchmark for your talent strategy so that you can establish

where you are relative to the model

• Against that background set shared goals and, again, determined investment and

execution priorities

• Reference to measure progress and identify interdependences in planning – identifying

gaps and advantages.

HR team and

HR business partners

• Use as a way to align to shared

goals and agree investment

and execution priorities

• Create a shared language

across the business for the HR

team and a common

tool to drive and

measure progress.

Business unit leaders/executive teams

• Establish the delta between where you are

and what optimised could look like in your

context

• Build shared view of the future and what’s

possible and explore the impacts that has in

business planning and roadmaps

• Understand what might impact thinking in the

future and determine appropriate responses.

Conversations to start

CEO

TQSolutions Consulting

0407 873 413

[email protected]

Gareth Flynn

Head of Design for People

PwC Australia

0412 322 044

[email protected]

Lynette Nixon

PwC

Participating organisations

3PwC

PwC

New BasicGetting the basics right in order to make

the most of what we have

Shifting ExpectationsShifting the focus of effort from process

execution to candidate experience

TransformingBuilding competitive advantage

by developing new partnerships

and shifting to a marketing and

analytics mindset

Fo

un

da

tio

n

Org

an

isa

tio

n M

ind

se

t

Operating Model

(Inflexible moving to agile)

• Fixed model – eg in-house with

limited resource, capacity and

capability; substantial reliance on

third party agencies

• Flexible Model – eg Recruitment

Centres of Excellence created and

broader skills/capabilities deployed

as required

• Highly agile model – adapting to

business need with strategic

partners and specialist vendors

providing flex to the model; Function

and business responsible for

recruitment

• ‘Everyone is a recruiter’ – fully

leverage internal and external

networks including customers,

advocacy groups and other

organisations

Funding

(Cost centre moving to revenue options)

• Functionally owned by HR with

restrictive funding model, seen as

cost centre by the business

• Additional funding released as links

to business performance become

visible

• Recruitment can demonstrate direct

links to P+L and revenue streams

through improved analytics

• Business accepts Recruitment’s

influence on bottom line and funds

appropriately

• Model has the ability to generate

revenues/profit through the

commercialisation of its activities to

other external organisations

Cross-functional alignment

(Business involvement in recruitment)

• Broader business expects HR to

‘own’ recruitment

• Business starts to see it’s integral

role in recruitment ‘ownership’

• Recruitment, HR and marketing

forge partnership to fully leverage

the brand in the internal and external

marketplace

• Fully integrated function with clear

links between operating business

units and corporate functions such

as finance, marketing, technology &

HR

Sourcing & Brand Strategy

(Reactive and generic moving to

proactive and customised)

• “Post & pray” mentality – focus on

active job seekers/specific vacancies

– Linear process of talent sourced

and screened as roles become

available. Brand messaging is

generic and ‘catch-all’

• Elements of proactive sourcing are

introduced, emergence of talent

communities, sourcing CRM

activities

• Attention to employer brand as a key

pillar of talent strategy – ability to

attract the right talent through well

defined EVP

• Focus moves from merely brand

appeal to brand influence in the

consumer and labour markets.

Advanced marketing capability

supports segmented EVP and

targeted communications to talent

communities

• As knowledge of talent becomes

deeper and relationships longer

term, employment related

messaging becomes increasingly

tailored and customised to

individuals – an EVP of ‘1’

4

Corporate recruitment maturity – 2020Foundation – Organisation mindset

Involves the establishment

of dedicated sourcing and

branding expertise and the

introduction of proactive

sourcing / talent pipelines

More sophisticated metrics

allow business to

understand recruitment's

influence and impact on

bottom line, resulting in

further investment

Business recognises that to be successful it

has to integrate several key functions including

HR / Recruitment and Marketing / Finance &

Analytics. E.g. Recruitment & Marketing work

together to develop integrated consumer /

employment brand strategy

Significant level of referrals of

talent from the business and

other external participants

including external advocates.

ERP / EOI is now the highest

yielding sourcing channel

Leadership includes insights

and trends from Recruitment

as crucial part of decision

making. At this level the

business is highly self-

sufficient and enabled

OptimisedCreating a new eco-system in which talent

is accessible, mobile and relevant;

influenced by the principles of the sharing

economy

PwC 5

Corporate recruitment maturity – 2020Foundation – Tech & Analytics

New BasicGetting the basics right in order to make the most

of what we have



TransformingBuilding competitive advantage by developing

new partnerships and shifting to a marketing and analytics mindset

Candidate Management (Fragmented, manual moving to integrated,

automatic)

• Platform manages the individual recruitment process and provides basic reporting

functionality (eg ATS)

• Technology enables greater relationship management, allowing segmented

engagement with candidates (eg CRM)

• Next generation CRM, CRS, BI, self-service models put greater focus on the person and

their experience, not just the process

• Seamless candidate relationship management for full employee

lifecycle with some elements shared between organisations on common talent platforms

Technology Agility (Static moving to agile)

• Long-term, fixed functionality –Organisations typically adopt tried and tested technology

• Long-term, flexible technology solutions that can be tailored by external vendor as

required

• Organisations more willing to try new tools + technology on a trial basis to test functionality

and document lessons learned

• High agile, scalable, adaptable etc. Organisations partner with tech-solutions

vendor to implement and maintain best of breed tech solutions with a ‘fail fast’ mentality

Fo

un

dati

on

Tech &

Analy

tics

Interoperability (Fragmented moving to integrated)

• Effort expended on core HR/recruitment system to manage ‘requisitions’ and process

– independent from other systems

• Broader technology eco-system created, focussing on engagement and relationship

based systems and tools

• Agile technology solutions are deployed + reviewed to service all cross-functional

recruitment and employment related activities

• Fully integrated platform or ‘marketplace’ of technology solutions supporting the complete

‘workforce’ lifecycle

Technology ownership & operation (arms length moving to integrated)

• Organisation owns and operates their own technology platforms

• Increased partnerships with specialist technology and outsource vendors

• Technology platforms starts to become integrated and ‘shared’ across vendors and

organisations

• Technology becomes a common platform across organisations to support the new eco-

system and common employment language

Technology enabled Administration Platforms (Manual moving to Automation)

• Administrative tasks manually triggered (eg requests for additional information, hiring

approvals etc)

• Semi-automation of administrative tasks –Prompts sent to recruiter eg pre-populated

data from candidate input

• Administration functions automatically processed through tech – candidate/

employee data auto-populates across all administrative functions

• Full automation of administration processes eg outsourcing of recruitment admin to co-

bots/user-interface bots,

Application of data (Descriptive moving to Predictive)

• Recruitment data used mainly for reporting on core hiring activity and process & lag

metrics used for performance management (eg Time to hire)

• Data allows greater visibility of talent within the organisation and predicative analytics

emerges as tool for improving job fit & performance based on success profiles

• Candidate data is stored within talent

community CRM systems where deep personal profiles drive the predictive applications

• Experimentation with Machine Learning and Algorithm based matching of roles/people

based on skills/capability data. Eg Candidates filtered through smarter algorithms to identify potential internal/

external talent• Candidates become part of a pre-qualified

network shared internally among business

leaders

• Use of smart data rather than big data for talent related decisions. Data used to predict

hiring patterns and workforce requirements. • Machine Learning and algorithm based

processes iterate and drive more efficient and

accurate hiring data

Marketing platforms (Narrow moving to Diverse)

• Social media & traditional platforms introduced for basic job/career profiling

• Social Media increasingly used to engage and interact with extensive talent

communities across multiple channels

• Ad-tech and consumer profiles used to tailor & position message and opportunities to

target audience

• Digital marketplace and talent network generated from online marketing and

branding activities

This is the world of the

traditional 'Applicant

Tracking' or

'Requisition

Management' system

A significant level of resource

in HR & recruitment functions

are deployed against

administrative / manual tasks

ad activities (low value add)

A broader set of Recruitment metrics are

used and are increasingly measuring

business relevant outcomes e.g. NPS,

Revenues, Cost Avoidance, Productivity

and Engagement

Companies adopt a 'fail fast'

strategy and experiment / trial

new technologies. Niche

technologies are introduced

as plug-ins to core systems.

Best of breed technology strategies result in

an optimum balance between automation and

human intervention. Seamless integrations

allow technologies to talk with one another

and for data to flow between them

OptimisedCreating a new eco-system in which talent is

accessible, mobile and relevant; influenced

by the principles of the sharing economy

PwC 6

Corporate recruitment maturity – 2020Foundation - Recruiters








analytics mindset

Fo

un

da

tio

n

Recru

ite

rs

Team composition & skills

(Homogeneous moving to

Heterogeneous)

• Most people in Recruitment have a

generalist HR/Recruitment

background or have simply ‘fallen’

into the industry from elsewhere

• Emergence of career

recruiters/talent advisors – addition

of new competencies – skills in data

analytics, consumer marketing,

employment branding and human

centered design

• Highly specialised Professionals with

core marketing/user experience or

analytics capability to design and

deliver meaningful hiring

experiences – eg People involved in

hiring become stronger marketers

and brand ambassadors

• Recruiters evolve into talent

relationship specialists and talent

advisors, working within a broader

eco-system internal and external to

the organisation that work for

Interpersonal skills

(IQ moving to EQ)

• Basic business communication

etiquette – eg transactional

relationship with Hiring Managers

• Develops closer working

relationships with Business and the

external talent market – gains

deeper understanding of specific

role skills/capability requirements

• Higher emotional intelligence is

required in order to influence key

(and more senior) people within

business as well as various external

market participants and other

corporates

• Ability to significantly influence

market/industry specific networks

and navigate complex matrixed

organisational and market

relationships

Functional role

(Process management moving to

relationship management)

• Follows standard assessment

procedures (Screening, Interviewing,

Referencing)

• Basic awareness of cognitive bias

• Builds relationships with Hiring

Managers and uses key success

factors to tailor selection procedures

– understands and actively employs

effective bias reduction techniques

• Success profiles are modelled based

on data and objective data;

Assessment is based on unique role

requirements and objective proof

points. Predictive assessment

methodology drives much of the

hiring process

• Utilises Data/Technology solutions

for the removal of bias – susceptible

elements of selection and

assessment process.

Degree of specialisation

(Generalised moving to specialised)

• Generalist – Generic knowledge

across business/market sectors,

Limited understanding of broader

market beyond immediate

boundaries

• Specific job-family expertise within

organisation – awareness of best

job-seekers in the market at time

• Domain/industry/sector

specialisation – enabling effective

succession management and

external search/networking

• Specialisation is deep and highly

valuable to the individual recruiter

and the organisation they support.

Specialisation allows them to

provide input into strategic decisions

in their organisation/for their

industry.

Recruiters and Recruitment

start to build their

commercial acumen and

speak the same language

as the business

Emergence of talent

communities allows recruiters

to have greater visibility of

internal and external talent in

particular job families

Predictive behavioural / econometric

tools are introduced to super charge

success profiles and link

performance to quantifiable data held

by the business

Recruiters won't process manage / administer

anymore, they are purely relationship based and

brand marketeers. The Recruitment function is

augmented with skills from other disciplines

including finance, technology and marketing.

OptimisedCreating a new eco-system in which talent

is accessible, mobile and relevant;

influenced by the principles of the sharing

economy

PwC 7

Corporate recruitment maturity – 2020Impact on experience of business operations








analytics mindset

Imp

ac

t o

n e

xp

eri

en

ce

of…

.

Bu

sin

ess o

pe

ratio

ns

Success Metrics

(reporting metrics moving to P+L metrics)

• KPI’s based around process

efficiencies

• Recruitment KPI’s evolve to align

more to business outcomes –

Redefined metrics of success (eg

eNPS, Diversity, Culture) to put the

consumer at the heart of the

process

• Quantitative KPI’s linked to business

P&L drivers – time to productivity,

new-hire impact on P&L, Peer-

based metrics, impact to NPS

• Qualitative KPI’s and measures

linked to business P&L developed

(Quality of Hire, team cohesion,

productivity, engagement, Brand

Awareness) linked to Business P+L

Workforce Planning

(Limited moving to strategic

workforce planning)

• Limited workforce planning capacity

or capability, no links to business

• Closer ties to business to forecast

large annual trends, whilst reviewing

historical hiring informing basic

recruitment planning

• Analytics increasingly used to

predict demand, resource

requirements and to assess and

improve performance of recruitment

• View of talent availability based on

annual business cycles, tied to

broader strategy

• Strategic workforce planning + Data

and insights generated by analytics

fully support short, medium and long

term talent objectives in support of

business strategy

• Recruitment can easily respond to

short term business demands whilst

maintaining its plans towards future

talent goals

Talent Mobility

(Static moving to dynamic)

• Organisations recruit external talent

in isolation to broader areas of the

business and often overlooking

internal mobility options

• Internal Mobility programs and EOI’s

create opportunities for existing staff

across the business to transition to

other areas of the organization

• Global/regional mobility mindset with

active/organic talent networks for

critical skills and job families

• Talent is seamlessly mobile within

and between organisations

leveraging strength of each to build

joint talent eco-systems

Talent Management

(Linear moving to matrix)

• Employment

opportunities/progression articulated

in terms of career ladders

• Strong focus on employee

engagement & Mobility – internal

talent pools allow pre-qualified high

potential candidates to be profiled

and shared internally within the

business

• Predictive ‘Marketplace’ or platform

connecting internal and external

candidates with current and future

career opportunities

• Proactive hiring and job seeking

become a reality as exchanges

between talent and organisations

become more sophisticated eg

Organisations access “shared” talent

pools and promote their career

opportunities and brand

Traditional recruitment

functions are divorced

from success / talent

management activities

Talent Management activities

are typically focused on the

limited number of internal

opportunities available to talent

Increased workforce visibility and employee

related analytics will permit much richer

workforce planning and skill needs

identification that will drive recruitment's

future talent pipelining activities

Recruitment KPIs are aligned to the business KPIs and objectives

in relation to business performance and how recruitment

influences it. This requires a cross functional approach to access

all relevant data and a clear understanding of how one function

impacts the overall outcome




PwC






by developing new partnerships and shifting

to a marketing and analytics mindset

Imp

act

on

exp

eri

en

ce o

f….

Inte

rnal +

Ext

ern

al C

andid

ate

s

On-boarding

(Fragmented moving to integrated)

• New hire taken through basic (and often

inconsistent) experience focused on

systems, compliance and provisioning

• On-boarding experience provides

candidates and business users with

engaging, relevant, timely information,

preparing new hires for their first week

in role

• Seamless and consistent recruitment,

pre-boarding and onboarding

experience across the organisation (up

to first month in role) resulting in high

levels of engagement and productivity

• Candidate identity/reputation/pre-

qualification moves with them

between assignments/jobs and

organisations further streamlining the

onboarding process

Candidate engagement

(General moving to customised)

• Basic communication expectations for

candidates are mostly addressed

• Traditional channels are used

• Greater reliance on marketing & talent

management to build a strong brand to

attract and engage with candidates

• Channels are diversified to include

some that are more relevant to

the audience

• EVP articulates consistent message to

internal + external candidates

• Segmented channels & methods of

engagement are tailored to target

audience needs

• Fully segmented recruitment marketing

& communications. Talent networks

utilised to engage potential candidates

using the most relevant channel and

highly customised message and

candidate experience

Assessment

(General technical moving to

predictive analytical)

• Assessment is mostly against a fixed

set of technical skills and experience

requirements

• Candidates pitch to organisation to

‘choose’ them

• Automated profiling of candidates as

they pass through early recruitment

stages so they can be approached for

opportunities in the future

• Candidates assessed against success

profiles based on multiple dimensions,

mostly competency based

• Predictive tools help candidates identify

the right opportunity and organisation for

them

• Cultural ‘fit’ more important than

technical skill-based requirements

• Candidates and organisations

increasingly rely on peer to peer review

data

• Predictive econometric tools use hard

data to build accurate success profiles

and assessment protocols

• Assessment is fully gamified to engage,

challenge and excite candidates within

the talent communities or during specific

hiring processes

Unsuccessful Candidate Experience

(Limited moving to advocacy)

• Little focus on unsuccessful candidate

experience – Managing unsuccessful

candidates often seen as a drain on

recruiting resources

• Expectations shift and the provision of

constructive feedback is seen as a

minimum expectation, candidate

charters are developed governing the

experience provided to successful and

unsuccessful applicants.

• Some unsuccessful applicants are

moved into talent communities

• Utilisation of unsuccessful candidates

increases within the organisation as

alternative opportunities/positions

materialise

• Internal candidates act on prior

feedback received by undertaking

training programs to upskill themselves

or considering secondment

opportunities that will assist their career

goals

• Complete innovation of ‘rejection

experience’ so that candidates leave the

process as advocates for the

organisation having developed

themselves through their engagement

with the business

• Unsuccessful applicants in one

organisation can access other

opportunities through the shared talent

eco-systems that exist

8

Corporate recruitment maturity – 2020Impact on experience of internal and external candidates

On-boarding has no 'owner' and is

typically left to the business to

manage. The user experience is

patchy and inconsistent

Introduction of new success profiles and

automated assessment tools permits validation

and assessment of people 'pre the hiring

process' as part of the talent community

Candidates and workforces are segmented allowing

richer and more tailored branding and communication.

The range of channels is diversified to allow people to

be communicated on their platform of choice

As relationships with external organisations grow, the rejection experience from one

company will open doors to another. Mobility of hires and rejected applicants between firms

will be commonplace, as will the ability of rejected candidates to upskill themselves via

training programs / secondments based on the feedback received post a hiring process.




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www.tqsolutions.com.au

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Corporate Recruitment 2020 Maturity Model Feb 2017

Recruiting & HR

Transcript of Corporate Recruitment 2020 Maturity Model Feb 2017