Tuesday, 15 October 2013

Teneo's #talent7th - integrating acquisition and development

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I've been at Teneo's 7th Talent Management seminar ( #talent7th ) yesterday and today.

We've had a good tour through talent acquisition and development, and am now onto a more integrated perspective reviewing the balance of global and local strategies, and focusing on the input from workforce planning.

The most interesting session for me also focused on integration within the talent acquisition slot of the agenda - and was delivered by Chris Taylor at SAB Miller.

Approaching the need for integration from a talent acquisition perspective, Chris suggests recruiters need to move from a sales force mentality:

  • Focused on short-term, KPI driven hiring
  • Internal service to HR managers
  • Process or mechanistic
  • Not involved in wider HR team goals
  • The 'pick up' and 'put down' approach.

 

The future is being a talent partner - this doesn't have to apply to everyone but top 10% of roles / recruiters.

  • Greater focus on key, business critical roles
  • Partner directly with senior stakeholders and customers
  • Has an authoritative voice on employment brand, engagement and talent management
  • Shares and delivers wider HR projects
  • Looks to longer term event horizon - so important things don't get left because 'we're all too busy'.

 

The three key enablers for this change are:

-   Hiring date into performance review - eg it may take 20 to 20 conversations to convince people to relocate to Switzerland.   But as soon as they are selected all that data goes out of the door.  We also need to think about the use of the data eg he would prefer rather than being measured on time into job, focusing on performance after first year.

-  Career path into development programme - eg they have 16 roles you can do in procurement mapped out on a career path.  But after recruitment this is not very integrated into talent management - they had some deep conversations about likely succession, potential routes etc.  So that they can offer more input to candidate, or at least being seen as a sort of independent adviser.

- Talent pipeline into succession plan - list 3 or 4 best people in the industry.  Regular contact is difficult - top 40 positions - 3 names for each roles = 2/3 internal and 1/3 external - identified in competitors or elsewhere.  If not sharing succession plan, why not?  We need to feed back on who got promoted / progressed so talent acquisition know whether they recruited the right people.

 

I also thought it was interesting that only 3% of web traffic on the SAB Miller main site goes to their career page - so they need employer brand to be reinforced, or even led, though other areas of talent and business management.

 

Also see: http://strategic-hcm.blogspot.be/2011/10/role-of-recruitment-in-integrated.html

 

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  • jon [dot] ingham [at] strategic [dash] hcm [dot] com

 

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