Rethinking Talent Acquisition to Support Business Objectives

June 17, 2020

A comprehensive meeting summary, along with all slides and presentations is available to EN Global Sourcing and Recruiting members only. Don’t forget to fill out the form at the end to learn more.

Rethinking Talent Acquisition to Support Business Objectives

EN’s Spring Global Sourcing and Recruiting network meeting brought together 24 global talent acquisition leaders over two days of virtual meetings to discuss topics surrounding Talent Acquisition and the impacts of COVID-19. Participants included EN members from Accenture, BP, Church & Dwight, Citrix, Dell, Dow, Geico, Jaguar Land Rover, KPMG, Legal and General Group, Mars, Micron Technology, National Australia Bank, Proctor and Gamble, Raytheon Technologies, SC Johnson, Target, TE Connectivity, United Airlines, Whirlpool, and Wyndham Destinations.

Look Right, Look Left in the Bigger Picture: How Connected Insights Boost Your Impact as an HR Leader Dirk Jonker, Founder and CEO, Crunchr

According to Dirk Jonker, by taking a step back and using The Bigger Picture Model you can improve your impact as a Talent Acquisition leader. Look left, towards the business and workforce strategy, to determine where candidates are coming from. And look right, towards the areas of engagement and rewards, performance and development, and retention and separation, to determine the success of your TA.

Strategic workforce planning allows companies to gain insights into how volume and future competencies and skills might shift. Using data analytics to determine the workforce demand and supply, companies can design talent strategies and cost predictions based on business drivers and scenario planning.

Jonker also stresses the importance of building a laser focused employer brand. A one-size-fits-all method assuming all candidates are looking for identical offerings will result in lost ROI. Through cluster analysis, recruitment teams can discover how to best personalize the offering in order to capture the best talent.

Despite the incredible amount of knowledge that can be attained through data analytics, it is important to remember that humans are still smarter than computers. The numbers provide valuable support but relying on your gut feeling is your best bet for success.


The Future of Work Post Covid-19 Crisis Anneke Luijkenaar

The future of work is likely to be very different from our traditional economy as the hierarchical organization begins to de-layer and continuous learning becomes the focus. GSRN Executive Director Anneke Luijkenaar facilitated a thought-provoking discussion on what the future of work may look like and what companies are doing to prepare.

Due to job digitization and automation, a shift in the skills required of the workforce is occurring. Soft skills, such as cognitive and social skills and emotional intelligence, will be in high demand. Having a surplus of educated employees who do not have the skills to fulfill the company’s needs becomes the problem. Creating a plan to reskill and upskill existing employees will be crucial to surviving the future of work.

Despite the uncertainty amid COVID-19, members agree this is an opportunity to look at the entire employee lifecycle and experience and rethink how your people strategy plays into the purpose of your organization.

Innovation Spotlight Roundtable: Employer Branding

As millennials begin to take over the workforce, employer branding is critical for attracting the best talent. Companies must take into consideration their purpose, culture, and brand. Being very intentional about each component and how they are delivered is essential for the development of a strong employer brand.

During this time of crisis, the world is watching. As Mark Cuban said, “How you treat your employees today will have more impact on your brand in future years than any amount of advertising, any amount of anything you could do.” Those who demonstrate concern for the health and safety of their employees, will develop a positive reputation that will yield benefits for many years to come.

Member-Led Discussion Takeaways

Much of the two days was dedicated to member-led conversations, questions, and best practices. Specific topics included hiring periods, internships, potential layoffs, and assessment practices.   A few takeaways are:

  • Virtual internship programs should be structured and include more learning development programs to ensure an enriching experience. Transparency is key as conversion rates are likely to be lower normal.
  • While some functional areas may have a hiring freeze, others may be in high demand. Investing in existing employees can be cost effective and improve the employer brand.
  • Clarity, consistency, visibility, and awareness are critical when it comes to employer branding.
  • Staying up to date with changes in candidate behavior is crucial.
  • Talent sharing could result in positive outcomes for both employers and employees, but it can be very challenging to implement due to the possessive nature over talent.
  • Remote work will give greater access to a diverse talent pool.
  • COVID-19 presents many challenges but also an opportunity to emerge stronger and more resilient.

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2020 Spring GSRN Meeting

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