Driving Change in Talent Acquisition

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T A L E N T A C Q U I S I T I O N

September 2011

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Designs on Talent: Who We Are

•  We help HR leaders improve results in talent acquisi8on and talent management

•  Our team is made up of former TA or TM leaders from Fortune 500 companies

•  We are known for geDng high quality work done quickly and cost-‐effec8vely

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Our Purpose Today

•  To discuss current changes and trends in Talent Acquisi8on

•  To walk through an effec8ve process for approaching change

•  To present some methods and tools for helping stakeholders embrace change

•  To discuss typical challenges and workarounds

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Current Changes & Trends in Talent Acquisi<on

•  Reorganiza8ons

•  Role redefined

•  Closer alignment with Talent Management

•  Rapidly evolving technologies and players

•  Specialized roles harder than ever to fill

•  Search for the perfect set of metrics

•  Adop8ng new technology

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Regardless of how many of these trends are affec<ng your TA organiza<on, you need to update or create your

Talent Acquisi<on strategy

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Crea<ng or Upda<ng Your TA Strategy

•  Do I understand what kind of talent the business needs? •  Have I goTen input from key TA stakeholders?

•  Have I educated myself around TA trends, and know which are the most impacVul to the business?

•  Am I clear on where we currently are – and where we need to be? And the gaps between the two?

•  Am I prepared for challenges?

•  Is it clear that the change is in alignment with broader strategic direc8on?

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Building the Case for Change •  Can be from a top-‐down or grassroots approach

•  Should be expressed in terms of a vision, which may include: §  A clear picture of what the future would look like with this change

§  Objec8ves that the change will help achieve

§  Links to broader business strategy and/or compe88ve posi8on

§  Problems that are solved as a result of the change

§  Improvement in relevant metrics and ROI

•  Requires ac8ve stakeholder management and therefore, evolu8on based on input

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Leveraging Change Management Tools •  Stakeholder Analysis

•  Change Assessment

•  Event-‐Based Communica8on Plan

•  Training

•  Organiza8on Design

•  Culture Change

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Change Management Tools – Stakeholder Analysis

Stakeholder Individual or

Group

Number of People Affected

Degree of Influence over

Success

Interests and Sensi<vi<es (WIIFM)

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Change Management Tools – Change Assessment

# From To Stakeholders Affected

Degree of Impact

Approach

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Change Management Tools – Communica<on Plan

Date Communica<on & vehicle

Purpose/Key

Messages

Audience Author Sender

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Organiza<on Design Key Ques8ons:

•  To what degree have roles changed? How will the changes be communicated?

§  Tool: Role Conversa8on Scripts, covering:

§  Ac8vi8es that are the same

§  Ac8vi8es that are new

§  Ac8vi8es that should stop

•  Any new roles needed? i.e., Centralized sourcing team? Opera8ons? Analy8cs?

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Training Key Ques8ons:

§  Who needs to know what, and when?

§  What stakeholder requirements should we be mindful about? (i.e., schedules, an8cipated acceptance or resistance, preferred learning approaches and vehicles)

§  What communica8ons themes should we con8nue to include in all training materials?

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Cultural Change Key Ques8ons:

•  What new habits do stakeholders need to embrace?

•  What values drive these new, good behaviors?

•  How are the desired behaviors aligned to current company values?

•  How can leaders publicly model good behaviors?

•  How can we reward those who embody posi8ve behaviors?

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Measurement Key Ques8ons:

•  How will we measure readiness for change? What will we measure at different points as we near implementa8on?

•  How will we measure success post-‐change? What benefits did we say we would achieve? How will we measure them?

•  Make plans for collec8ng data. What is the source of data? How frequently will you measure? How will you report it?

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Celebra<ng Success •  Make stakeholder rounds when key milestones are achieved and con8nue to collect feedback, but ALSO report how you have evolved the approach based on their input

•  Highlight and thank those working on the implementa8on in addi8on to their everyday jobs

•  Reward those who embrace the changes

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Ques<ons?

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Thank you for the opportunity to provide you with this informa<on!

Linda Brenner,

Managing Director

[email protected]

404.313.3590

Sharon Kaivani,

Prac8ce Lead, Talent Management

[email protected]

404.759.8392

Designs on Talent, LLC

www.designsontalent.com

Atlanta, GA

Driving Change in Talent Acquisition

Business

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